BIPA Annual Report 2024/2025
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2024-2025
ANNUAL
REPORT
Improving Service, Building Trust.
Business and Intellectual Property Authority 1 ANNUAL REPORT 2024/2025
Improving Service, Building Trust.
The BIPA 2024/25 financial year Annual Report is anchored in the transformative theme “Improving
Service, Building Trust”—reflecting our unwavering commitment to advancing public service excellence
and cementing stakeholder confidence. This report chronicles how BIPA has prioritised accessibility,
efficiency, and transparency to bridge service gaps and foster an inclusive entrepreneurial ecosystem
in Namibia over the past financial year.
Central to this year’s narrative is our tangible progress in service delivery. The expansion of outreach
initiatives, such as the Annual Duty Penalty Waiver Programme, has democratised access to BIPA’s
resources, directly supporting socioeconomic participation. Milestones like reduced turnaround times
for CC registrations and the strategic opening of the Ongwediva regional office underscore our dedica-
tion to decentralisation and responsiveness. These efforts ensure services are not merely available but
meaningfully integrated into the communities we serve.
Concurrently, building trust remains foundational. Governance enhancements, including leadership
transitions and the rigorous implementation of the ISBP 2025–2030, demonstrate strategic agility. Our
proactive compliance with frameworks like PEGA and the Beneficial Ownership initiative, reinforces
institutional integrity, while improved stakeholder survey results validate growing confidence in BIPA’s
mission. Trust is further symbolised through collaboration—inter-agency partnerships, stakeholder
dialogues, and transparent operations—all vital to nurturing public accountability. Ultimately, this
report captures a year of purposeful action—where every service refinement and trust-driven initiative
converges to create a more equitable, dynamic, and trustworthy future for all stakeholders.
ACKNOWLEDGEMENTS
Editor in Chief Editor Copywriting & Proofreading,
Ndapanda Netumbo Toivo Romancia Shoonga Production Editor, Layout and Design
Vybrand Advertising
Business and Intellectual Property Authority 2 ANNUAL REPORT 2024/2025
01 ABOUT BIPA
02 CHIEF EXECUTIVE
OFFICER’S OVERVIEW 03 STATEMENT BY THE
BOARD CHAIRPERSON
CONTENTS
Page 5 Page 11 Page 14
OUR CORPORATE AUDIT, RISK AND
04 GOVERNANCE
ARCHITECTURE 05 EXECUTIVE
MANAGEMENT 06 INVESTIGATIONS
MANAGEMENT
Page 17 Page 24 Page26
07 LEGAL &
COMPLIANCE 08 BUSINESS
STRATEGY 09 OPERATIONS
Page 32 Page 35 Page45
10 ANNUAL FINANCIAL
STATEMENTS
Page 95
Business and Intellectual Property Authority 3 ANNUAL REPORT 2024/2025
LIST OF ACRONYMS AND ABBREVIATIONS
AML Anti-Money Laundering ICSF Integrated Client Service Facility
ARIPO African Regional Intellectual Property Organisation ICRS Integrated Company Registration System
ATF Anti-Terrorism Financing IP Intellectual Property
BIPA Business and Intellectual Property Authority IPR Intellectual Property Rights
BRS Business Registration Services ICT Information and Communication Technologies
CC Close Corporation MoU Memorandum of Understanding
CEO Chief Executive Officer N$ Namibia Dollar
ERP Enterprise Resource Planning NAMRA Namibia Revenue Agency
4IR Fourth Industrial Revolution NUST Namibia University of Science and Technology
FRAC Finance, Risk and Audit Committee PCT Patent Cooperation Treaty
FY Financial Year SME Small and Medium Enterprise
BO Beneficial Ownership MSME Micro, small and medium enterprises
FIC Financial Intelligence Centre PE Public Enterprise
GLEC Governance, Legal and Ethics Committee SPPC Strategic Planning and Projects Committee
HCM Human Capital Management TIN Tax Identification Number
HRRC Human Resources and Remuneration Committee WTO World Trade Organisation
IBRS Integrated Business Registration System WIPO World Intellectual Property Organisation
Business and Intellectual Property Authority 4 ANNUAL REPORT 2024/2025
ABOUT BIPA
Businessand
Business andIntellectual
IntellectualProperty
PropertyAuthority
Authority 5 5 ANNUAL
ANNUAL REPORT REPORT 2024/2025
2024/2025
1. ABOUT BIPA
1.1 Purpose
The Business and Intellectual Property Authority (BIPA) is mandated, in terms of section • To facilitate and promote the efficient and effective registration of business and
3 of the BIPA Act, 2016 (Act No. 8 of 2016) to regulate and administer the registration of intellectual property and to keep and administer the required registers.
business and industrial property with the objective of facilitating economic growth and
• To promote the conduct and use of business and intellectual property in
development, promoting investment and creating employment through enhancing the
Namibia.
efficient protection of business and intellectual property in Namibia.
• To facilitate, streamline, simplify, harmonise and expedite business and
Simultaneously, BIPA is mandated to promote the conduct and use of business and intellectual property procedures, registrations, filings and searches; and
intellectual property in Namibia; facilitate, streamline, simplify and harmonise the
business and industrial property procedures, registrations, filings and searches to • To enhance the efficient exchange and distribution of information.
expedite economic growth and development; and to enhance the efficient exchange
and distribution of information. Protection of intellectual property rights encourages
innovative economies, enriches individuals and companies, preserves wealth and saves
lives.
BIPA’s dual mandate further tasks the Authority with the registration of Companies, Close
Corporations and Defensive Names. This function is not only a vital enabler of a stable
and thriving economy, but also contributes to government’s greater developmental
“BIPA envisions a Namibia where a thriving
goals of poverty eradication, the alleviation of unemployment and bridging the inequality business landscape drives economic
gap amongst Namibians. In 2023, through an amendment to the relevant business
laws, BIPA was further empowered to collect and keep, an up to date and accurate growth and innovation. To achieve this
beneficial ownership registry as part of Namibia’s drive to fight the proliferation of money vision, BIPA is committed to protecting
laundering and terrorism financing.
intellectual assets and creating an
Against this background, the objectives of BIPA as outlined in Section 2 of the Act are:
enabling environment for businesses to
• To foster economic growth and development and promote investment and operate seamlessly in Namibia.”
employment and the efficient protection and administration of business and
intellectual property in Namibia.
• To consolidate the various offices and officials involved in the registration and
administration of business and intellectual property.
Business and Intellectual Property Authority 6 ANNUAL REPORT 2024/2025
“To be the catalyst of economic
“We protect intellectual assets
growth for a transformed
Vision business landscape and an Mission and make doing business
possible in Namibia.”
innovative nation.”
Corporate Values
It is imperative that BIPA fosters a culture of empowerment, innovation, accountability, and performance, BIPA’s continue to be a critical component of our organization’s innovative and high-performance culture.
given its relatively recent establishment as a public enterprise. The values of an organisation frequently This fosters a sense of unity and shared purpose, and it motivates each employee to actively embody our
influence the culture, as well as the manner in which its employees respond to and embody these values. values in their decision-making and conduct. Our values are:
• Transparent Decision-Making: BIPA ensures that decisions are made openly and with clear justifications, promoting accountability and trust.
Accountability • Taking Responsibility: When mistakes occur, BIPA acknowledges them, takes responsibility, and implements corrective measures.
• Performance Metrics: BIPA establishes clear performance metrics and holds individuals and teams accountable for achieving their goals.
• Customer Focus: BIPA prioritizes customer satisfaction and strives to exceed expectations in all interactions.
Service Excellence • Efficient Processes: BIPA continuously reviews and improves its processes to ensure efficient and timely service delivery.
• Employee Training: BIPA invests in employee training to enhance their skills and knowledge, leading to better customer service.
• Collaborative Culture: BIPA fosters a collaborative work environment where employees work together towards common goals.
Teamwork • Cross-Functional Collaboration: BIPA encourages collaboration across different departments and teams to leverage diverse perspectives and expertise.
• Open Communication: BIPA promotes open and transparent communication channels to facilitate teamwork and information sharing.
• Employee Development: BIPA provides opportunities for employees to develop their skills and advance their careers.
Empowerment • Decentralized Decision-Making: BIPA empowers employees at all levels to make decisions within their areas of responsibility.
• Recognition and Rewards: BIPA recognizes and rewards employees for their contributions and achievements.
• Ethical Conduct: BIPA adheres to the highest ethical standards in all its operations.
Integrity • Fair and Transparent Practices: BIPA ensures that its practices are fair, transparent, and free from corruption.
• Compliance with Regulations: BIPA strictly adheres to all relevant laws and regulations.
• Continuous Improvement: BIPA seeks to improve its processes and services through innovation and creativity.
Innovation • Risk-Taking: BIPA encourages employees to take calculated risks and explore new opportunities.
• Technology Adoption: BIPA embraces technology to improve efficiency and enhance service delivery.
Business and Intellectual Property Authority 7 ANNUAL REPORT 2024/2025
1.2. Strategic Theme
BIPA crafted a new way forward for the Authority
1.3 BIPA ORGANISATIONAL STRUCTURE
in 2021 through a 5-year Integrated Strategic
Business Plan (ISBP). This plan set forth a
roadmap for the Authority, with a focus on REPUBLIC OF NAMIBIA
improved service delivery through automation. MINISTRY OF
INDUSTRIALISATION
AND TRADE
The below four (4) key
themes aims to assist BOARD OF
DIRECTORS
the Authority to reach its
goals through enhancing:
CHIEF EXECUTIVE
Financial Sustainability: BIPA aims to become OFFICER
a self-sustaining public enterprise by improving
its revenue generation.
STRATEGIC BUSINESS UNITS [AS PER MANDATE]
Stakeholder Confidence: BIPA is mandated
to provide services to its clients and collaborate
with its stakeholders to deliver value to its clients
Internal Processes and Governance: To
ensure that the organisation can meet the
clients and stakeholders’ objectives, BIPA aims to EXECUTIVE:
INFORMATION &
EXECUTIVE: EXECUTIVE: EXECUTIVE: EXECUTIVE:
EXECUTIVE:
INTELLECTUAL
EXECUTIVE:
LEGAL & COMPANY HUMAN CAPITAL CORPORATE FINANCE & BUSINESS
improve its internal processes and governance COMMUNICATION
TECHNOLOGY
SECRETARY SERVICES MANAGEMENT SERVICES ADMINISTRATION
PROPERTY
SERVICES
REGISTRATIONS
SERVICES
framework.
Operational Excellence: BIPA is focused on its
core assets, which are its people.
Business and Intellectual Property Authority 8 ANNUAL REPORT 2024/2025
1.4 Legislative and other mandates
Under the authority of the BIPA Act, 2016, the Business and Intellectual Property as well as enforcing applicable rules. Thus, BIPA’s legislative scope extends significantly
Authority (BIPA) is empowered to administer laws governing business registration and beyond its establishing act, as the following list of administered laws illustrates:
intellectual property. BIPA’s extensive responsibilities include handling matters related to
companies, close corporations, trademarks, patents, designs, and elements of copyright,
Legislation Mandate
Facilitate and promote the efficient and effective registration of business and industrial property
Business and Intellectual Property Authority Act, 2016 (Act No. 8 of 2016)
in Namibia.
Register companies, maintain data, regulate governance of and disclosure by companies, resolve
Companies Act, 2004 (Act No. 28 of 2004) disputes, educate and inform about all laws, non-binding opinions and circulars, policy and legis-
lative advice.
Register close corporations, maintain data, and regulate governance of and disclosure by close
Close Corporation Act, 1988 (Act No. 26 of 1988)
corporations.
Register, protect and grant trademarks, industrial design, utility models and patent rights in accor-
Industrial Property Act, 2012 (Act No. 1 of 2012)
dance with the law and other international instruments.
Copyright and Neighbouring Rights Protection Act, 1994 (Act No. 6 of 1994) Register copyright, maintain data, resolve disputes, and provide non-binding advice to the public.
Merchandise Marks Act, 1941 (Act No. 17 of 1941) as Amended To make provision concerning the marking of merchandise and coverings with which merchandise
is sold and the use of certain words, emblems in connection with business.
Business and Intellectual Property Authority 9 ANNUAL REPORT 2024/2025
PERFORMANCE AT A GLANCE FOR THE 2024/2025 FINANCIAL YEAR
BASED ON KEY PROJECTS / ACHIEVEMENTS AND DECISIONS FOR THE YEAR.
Up to 13,114 Reduced CC Measurable 8% Achieved 42%
new businesses registration improvement revenue growth
registered turnaround time in employee First ARIPO
to an average of satisfaction
6 days
Processed 2331 64% of BIPA Invested N$1.32
Member State
applications for IP workforce is million in skills
to Ratify the
rights Female enhancement
Kampala
Protocol
Improved Improved Operational BIPA has
Customer Stakeholder surplus rose to N$103.9 million
Satisfaction at Satisfaction at 89% N$43.9 million in cash and cash
76% from N$7.4 million equivalents
the year before
Business and Intellectual Property Authority 10 ANNUAL REPORT 2024/2025
CHIEF EXECUTIVE
This year, we achieved
significant milestones in
operational efficiency. BIPA
registered 13,114 entities
—an 18% increase from
the prior year—reflecting
OFFICER’S OVERVIEW
growing entrepreneurial
confidence and our
expanded outreach.
Ms. Ainna Kaundu
Acting Chief Executive Officer,
Executive: Intellectual Property
Business and
Business and Intellectual
Intellectual Property
Property Authority
Authority 11 11 ANNUAL
ANNUAL REPORT REPORT 2024/2025
2024/2025
2. CEO’S REVIEW 2025
It is with immense pride and a deep sense of responsibility that I present this overview of Financial Performance
the BIPA’s performance for the 2024/2025 financial year. Anchored in our transformative
theme, “Improving Service, Building Trust,” this period has been defined by tangible BIPA’s financial performance continues its incredible rise, surpassing 100% of the target
progress in advancing Namibia’s entrepreneurial ecosystem while reinforcing the for sales again this year, a record for the company. This accomplishment includes
foundation of stakeholder confidence upon which our mandate rests. Against a backdrop significant revenue growth, minimal government support, a positive EBITDA, good cash
of evolving economic demands and technological change, BIPA remained steadfast in its position, and continued solvency. BIPA increased revenue by 42% over the previous
commitment to streamline services, enhance accessibility, and foster an environment financial year due to better collections and ROI. The Authority exceeded the annual
where innovation and formalised business can thrive. objective of 18% with an EBITDA margin of 32%, demonstrating strong operational
profitability and cost controls. Its operational expenditure closed at 83% of the allowed
Advancing service excellence and accessibility budget, demonstrating its cost efficiency without affecting service quality. BIPA is
committed to responsible financial management, effective resource allocation, and
The core of BIPA’s mission is to make business and intellectual property (IP) registration internal responsibility. BIPA’s operational surplus rose to N$43.9 million from N$7.4
efficient, transparent, and accessible to all Namibians. This year, we achieved significant million the year before. This surplus, before staff bonuses, shows strong revenue and
milestones in operational efficiency. BIPA registered 13,114 entities—an 18% increase disciplined spending. It helps the Authority reinvest in key initiatives and build reserves
from the prior year—reflecting growing entrepreneurial confidence and our expanded for sustainability. BIPA has N$103.9 million in cash and cash equivalents on 31 March
outreach. Critically, we reduced turnaround times for company registrations to 7 days 2025, up from 63.4 million in FY2023/24. This 64% cash position gain demonstrates solid
and close corporations to 6 days, directly addressing historical bottlenecks. The strategic operational cash flows, reduced external finance, and enhanced liquidity, positioning
opening of our Ongwediva regional office in November 2024 has already extended our BIPA for future capital and system expenditures.
reach across six northern regions (Oshana, Ohangwena, Oshikoto, Omusati, Kavango
West and Kunene), bringing vital services closer to underserved communities. This
decentralisation is not merely logistical; it embodies our pledge to integrate support into Building a culture of innovation and resilience
the fabric of local economies.
Our people are BIPA’s greatest asset. This year, we prioritised human capital development
Simultaneously, we processed 2,331 applications for IP rights, with trademarks through targeted training, leadership programmes, and wellness initiatives. The
constituting 72% of filings. While international and regional routes dominated patent implementation of our Workforce Development Plan achieved an 85% execution rate, with
applications, we recognise the need to bolster national IP awareness—particularly an investment of N$1.32 million in skills enhancement. Notably, employee engagement
in rural areas—and have intensified educational campaigns over the past 12 months. rose by 8% to 56%, driven by Project Scale-Up—a six-month NUST partnership focused
The launch of the BIPA Mediation Centre in October 2024 marked a leap forward in on communication, accountability, and ethical leadership. Diversity remains a strength:
alternative dispute resolution, offering creators and businesses a faster, cost-effective 64% of our 182 employees are women, and 99% represent designated groups under
path to enforce their rights and find amicable solutions through a third-party mediator. Namibia’s Affirmative Action framework.
Though challenges like delayed IP Tribunal appointments persist, initiatives like the
automated Copyright Application System (developed with WIPO) and ratification of the Technological transformation underpinned our efficiency gains. The ICT Department
Kampala Protocol underscore our drive to modernise Namibia’s IP landscape. completed critical infrastructure projects, including a Disaster Recovery site migration,
server upgrades, and ERP deployment (Sage X3). The new e-filing platforms for BO
Business and Intellectual Property Authority 12 ANNUAL REPORT 2024/2025
notifications and a WhatsApp Chatbot improved client interaction, while digitising 498,835 annual duty
forms enhanced records accessibility. Looking ahead, IBRS and IPAS 4.0 will automate registration,
reducing manual bottlenecks and positioning BIPA for scalable growth.
Deepening stakeholder trust and national impact
Trust extends beyond service delivery—it is nurtured through dialogue, transparency, and
responsiveness. Our 2024/25 Stakeholder Satisfaction Survey revealed that 89% of respondents better
understand BIPA’s role and remain satisfied that their expectations have been met. Campaigns like the
Annual Duty Penalty Waiver and Beneficial Ownership Awareness leveraged radio, TV, and social media
(generating 2.2 million content views) to demystify compliance, resulting in a 15% increase in annual
returns submissions. Regional outreach, including the Ongwediva Trade Fair and partnerships with
Our people are NAMPOL on IP enforcement, further embedded BIPA within communities.
BIPA’s greatest Internationally, BIPA elevated Namibia’s voice in critical forums. We ratified the WIPO Treaty on genetic
asset. This year, we resources and traditional knowledge, championing fair benefit-sharing for indigenous communities.
prioritised human
Participation in the WIPO diplomatic conference and ARIPO meetings reinforced our commitment to
shaping global IP standards that reflect African realities.
capital development The path ahead: Agility, integration, and sustained trust
through targeted
training, leadership While celebrating progress, we confront persistent challenges: manual processes, staffing gaps, and
legislative delays. During FY2025/2026, we will focus on accelerating digitalisation (IBRS, IPAS 4.0),
programmes, and enhancing compliance (BO, annual duties), and finalizing legal reforms (Corporate Bill, Copyright
modernisation). Our new ISBP for 2025/26–2029/30, developed through extensive stakeholder
wellness initiatives. consultation, will prioritise financial sustainability, risk resilience, and deeper regional integration.
Gratitude
In closing, I extend profound gratitude to our Board, staff, and partners—including the Ministry of
Industrialisation and Trade—for their unwavering dedication. The 18% growth in registrations, the
rise in stakeholder confidence, and the strides in automation are testaments to collective effort. As
we move forward, BIPA remains resolute in its vision: to be the catalyst for a transformed business
landscape and an innovative Namibia. By protecting intellectual assets and making business possible,
we do not just administer registries—we build the foundation for inclusive prosperity, one trusted
service at a time.
Business and Intellectual Property Authority 13 ANNUAL REPORT 2024/2025
BOARD CHAIRPERSON’S
We note the positive
trajectory in revenue
generation, particularly
within annual duty
collections, achieving a
significant 41% growth
REPORT
against a 10% target.
Mr. Tino !Hanabeb
Board Chairperson
Business and Intellectual Property Authority 14 ANNUAL REPORT 2024/2025
3. BOARD CHAIRPERSON’S REPORT
As Chairperson of the Board of Directors for the Business and Intellectual Property
Authority (BIPA), it is my privilege to present this governance and oversight perspective
on our 2024/2025 financial year. Our role as a Board remains firmly anchored in ensuring
strategic coherence and oversight, robust accountability, and ethical stewardship, all
critical to advancing BIPA’s mandate as a catalyst for Namibia’s economic transformation.
This past year unfolded against a backdrop of persistent global economic headwinds and
evolving domestic priorities, demanding heightened vigilance and adaptive governance
from the Board. We navigated these complexities with a clear focus on strengthening
institutional resilience, enhancing stakeholder trust, and laying foundations for
sustainable impact.
Governance in a dynamic landscape
The Board executed its fiduciary duties within the frameworks of the BIPA Act (2016) and the
Public Enterprises Governance Act (2019) with our oversight prioritising interconnected
pillars: We ensured BIPA’s Integrated Strategic Business Plan (ISBP) remained responsive
to national imperatives, including Namibia’s Vision 2030, the Harambee Prosperity Plan
II, and the Growth at Home strategy. The Board actively guided the formulation of the
new ISBP (2025/26 – 2029/30), engaging deeply with management to align our strategic
conducting thorough reviews and providing strategic guidance on resource allocation
trajectory with the evolving needs of Namibia’s entrepreneurial ecosystem and the
and risk mitigation.
demands of the Fourth Industrial Revolution (4IR). This forward-looking plan, developed
through extensive stakeholder consultation including staff at all levels and technical
The Board confronted significant operational and compliance risks head-on. Systemic
partners like NIPAM, positions BIPA to navigate future challenges and opportunities with
vulnerabilities identified through internal audits and investigations, particularly
greater clarity and purpose.
concerning data integrity within the Integrated Client Registration System (ICRS) and
controls around Close Corporation amendments, were treated with utmost seriousness.
Financial resilience is paramount for BIPA to fulfil its mandate independently. The Board
These weaknesses, if unaddressed, pose tangible threats to service delivery efficiency,
maintained rigorous oversight of the Authority’s financial health, approving budgets
revenue assurance, legal compliance, and crucially, public trust. The Board mandated
while emphasising efficiency and revenue diversification. We note the positive trajectory
management to prioritise the remediation of these control gaps, including accelerating
in revenue generation, particularly within annual duty collections, achieving a significant
the procurement of the Integrated Business Registration System (IBRS) and enhancing
41% growth against a 10% target. However, we remain acutely aware of the financial
data validation protocols. Furthermore, the implementation of the Beneficial Ownership
pressures inherent in public service delivery and the critical need for continued operational
(BO) framework, while showing progress with 87,359 submissions, faces compliance
streamlining and investment in automation to secure long-term self-sustainability. The
challenges (37% compliance rate). The Board actively reviewed the enforcement
Board’s Finance, Risk, and Audit Committee (FRAC) played a vital role in this oversight,
Business and Intellectual Property Authority 15 ANNUAL REPORT 2024/2025
strategy, supporting the temporary suspension of penalties to refine the mechanism, underscoring our
commitment to effective rather than merely punitive compliance.
It is imperative to note that the Board holds paramount responsibility for the appointment and performance
evaluation of the Chief Executive Officer (CEO) and provides guidance on executive succession planning.
With this said, the tenure of the former CEO came to an end in October 2024 and the Board is active with
the recruitment of a new substantive leader. We actively fostered a culture underpinned by BIPA’s core
values – Accountability, Service Excellence, Teamwork, Empowerment, Integrity, and Innovation. The
Board endorsed key Human Capital initiatives, including the approval of critical HR policies (Attraction
and Retention, Conditions of Employment, Disciplinary Code, Performance Management, Recruitment)
and noted the implementation of Project Scale-Up to address staff engagement concerns highlighted in
the previous year’s survey. The measurable 8% improvement in employee satisfaction is a positive step,
We commend the but the Board recognises that building a truly high-performance, values-driven culture is an ongoing
journey requiring sustained commitment.
dedication of the
Stewardship for the future
CEO, the Executive
Management team, The past year presented both achievements and formidable challenges. While we celebrate progress in
revenue growth, stakeholder understanding, and strategic repositioning, the Board is clear in its view
and all BIPA staff that addressing the identified internal control weaknesses, enhancing data governance, and accelerating
whose hard work digital transformation are non-negotiable priorities for the coming year. Our oversight will remain
intensely focused on these areas.
drives the Authority’s
mission daily. We commend the dedication of the CEO, the Executive Management team, and all BIPA staff whose
hard work drives the Authority’s mission daily. Their resilience in navigating operational constraints is
acknowledged. To our stakeholders – government, businesses, innovators, and international partners –
we extend our sincere gratitude for your ongoing engagement and trust. Your feedback is invaluable in
shaping a more effective BIPA. As we transition to a new strategic cycle, the Board is confident that the
foundations laid – a refined governance architecture, a clearer strategic direction, and a renewed focus
on core operational integrity – position BIPA to overcome current challenges and emerge stronger.
We remain steadfast in our commitment to providing vigilant, strategic oversight, ensuring BIPA not
only meets its statutory obligations but truly fulfils its potential as a cornerstone of Namibia’s thriving,
innovative, and trustworthy business landscape. We move forward with resolve, guided by our vision to
be the catalyst for a transformed business landscape and an innovative nation.
Business and Intellectual Property Authority 16 ANNUAL REPORT 2024/2025
OUR CORPORATE
GOVERNANCE ARCHITECTURE
Business and Intellectual Property Authority 17 ANNUAL REPORT 2024/2025
4. OUR CORPORATE GOVERNANCE ARCHITECTURE
BIPA upholds sound corporate governance as the cornerstone of its operations. In 4.2 Composition of the Board
fulfilling its statutory mandate, the Authority operates in accordance with the principles
As at 31 March 2025, the BIPA Board comprised seven (7) members with diverse
of integrity, accountability, transparency, and ethical leadership. BIPA’s governance
professional expertise spanning law, finance, economics, public administration, and
framework is guided by BIPA’s Act, the Public Enterprises Governance Act, 2019 (Act No.
intellectual property. The Board is chaired by an independent non-executive director
1 of 2019), the NamCode on Corporate Governance, and related sector-specific policies.
and includes both executive and non-executive members, ensuring a balance of skills
The Board of Directors plays a pivotal role in ensuring that BIPA remains responsive
and perspectives.
to the socio-economic priorities of the Republic of Namibia, as articulated in national
frameworks such as Vision 2030, NDP5, and the Harambee Prosperity Plan II.
Board Members (as at reporting date):
4.1 Governance Framework
The Authority’s governance structure is anchored in a unitary Board of Directors, • Mr. Immanuel !Hanabeb, Chairperson, appointed – 01 October 2021
appointed by the Minister responsible for Industrialisation and Trade in line with the
enabling legislation. The Board is the oversight authority of the organisation and is • Ms. Sara Katiti, Deputy Chairperson, appointed – 01 November 2021
responsible for strategic direction, towards executive management, risk governance, and
ensuring compliance with all statutory obligations. • Ms. Ashley Tjipitua, Member, appointed – 01 October 2021
• Ms. Hilka Alberto, Member, appointed – 01 October 2021
• Ms. Nancy Watyoka, Member, appointed – 01 October 2021
• Mr. Julius Haikali, Member, appointed – 01 October 2021
Mr. Justin Strauss, Member, appointed – 01 October 2021
The Board is supported in •
its role by duly constituted • Ms. Vivienne Katjiuongua, Chief Executive Officer (ex-officio) – Tenure ended 15
Board Committees, which October 2024
are delegated with specific • Ms. Ainna Kaundu Acting, Chief Executive Officer (ex-officio)
mandates to strengthen
the effectiveness and
efficiency of governance.
Business and Intellectual Property Authority 18 ANNUAL REPORT 2024/2025
BOARD MEMBER PROFILES
A dynamic and entrepreneurial executive, Immanuel A trailblazer in finance and governance, Sara Katiti combines
!Hanabeb brings over 25 years of expertise in commercial strategic insight with a strong track record in enterprise
strategy, finance, infrastructure, and community development. development. She is the Managing Director and founding
He has held key leadership roles at Namibian Ports Authority, member of Afri Holdings (Pty) Ltd, where she spearheads
including Finance Manager, the Executive Projects & Property, organizational growth and stakeholder alignment. Her
and Executive Operations & Commercial, accumulating nearly earlier roles at NamPower and the City of Windhoek honed
15 years of experience in this niche area. He also served her expertise in finance, IT, and treasury management.
as interim CEO of the Roads Contractor Company (RCC), Today, Sara serves on multiple boards across the public and
where he led strategic initiatives in construction and project private sectors, recognized for her principled leadership
management. Immanuel is passionate about infrastructure and commitment to mentorship, financial sustainability, and
Immanuel !Hanabeb
development, strategic investment, and driving sustainable corporate transformation.
Sara Katiti
Board chairperson economic growth through operational excellence Deputy Board Chairperson
Ashley Tjipitua brings more than 13 years of legal Justin Strauss is a seasoned ICT professional with over
and regulatory experience with a focus on governance, 20 years of experience spanning systems administration,
compliance, and institutional reform. Her career spans IT infrastructure, and digital transformation in both the
commercial litigation, legal advisory, risk management, public and private sectors. His career has been defined by
and board governance, supported by academic training in his ability to deploy innovative technology solutions that
law and public management. Ashley is recognized for her enhance institutional efficiency and service delivery. Having
pragmatic and integrity-driven approach to leadership, and contributed to national ICT rollouts and enterprise systems
is deeply committed to advancing ethical governance, access across government entities, Justin’s expertise lies in strategic
to justice, and sound regulatory practices. IT planning, public sector innovation, and advancing digital
governance frameworks. .
Nangosora Ashley Tjipitua Justin Strauss
Board Member Board Member
Business and Intellectual Property Authority 19 ANNUAL REPORT 2024/2025
BOARD MEMBER PROFILES Continued
With a career spanning 25 years, Julius Haikali is a Nancy Watyoka brings a wealth of expertise in intellectual
visionary leader in institutional development, known for property advisory, business development, and innovation-
his impact across public and private sector governance. driven growth. With a strong background in IP consulting,
He has earned a reputation for driving transformative she has supported organizations in developing and
change, strengthening operational systems, and commercializing intellectual property strategies. She
promoting accountable leadership. Julius is particularly also served as Business Development Executive at MST
passionate about public sector reform, policy innovation, Mobile Health, where she led market expansion and
and using evidence-based approaches to improve strategic partnerships in the health technology sector. Her
service delivery. His leadership philosophy centres on professional interests lie in fostering innovation, supporting
ethical governance as a driver for national development IP-driven enterprises, and leveraging technology for social
Julius Haikali and institutional sustainability. Nancy Watyoka impact.
Board Member Board Member
Hilka Kandali Alberto is an accomplished legal and
governance expert with 17 years of professional
experience, including 12 years in senior and executive
roles. As an admitted Legal Practitioner of the High Court
of Namibia and a member of the Law Society of Namibia,
she offers deep knowledge in compliance, institutional
regulation, and risk management. Hilka is known for
her precision and thought leadership in governance
and regulatory innovation. Beyond the boardroom,
she enjoys tennis, travel, and reading reflecting a well-
Hilka Alberto rounded approach to professional and personal growth.
Board Member
Business and Intellectual Property Authority 20 ANNUAL REPORT 2024/2025
4.4 Board Oversight and Governance Rule-Making Authority
The BIPA Board operates within the framework established under the BIPA Act, 2016 The Board has the authority to make rules governing:
and the Public Enterprise Governance Act, 2019, including but not limited to the BIPA • The convening and procedures of Board and committee meetings.
Governance Framework and corporate governance best practices. As the strategic • The management of BIPA’s affairs and the execution of its functions, from a
decision-making body, the Board ensures that BIPA’s operations align with its mandate, strategic perspective.
promote sustainable growth, and safeguard the interests of its stakeholders. • Matters prescribed by the BIPA Act.
• Any other matters deemed necessary to achieve BIPA’s objectives.
4.5 Key Responsibilities and Powers
The Board of BIPA holds several critical responsibilities and powers, ensuring the 4.6 Commitment to Good Governance
organization’s effective operation and strategic alignment.
BIPA is committed to upholding the highest standards of corporate governance. The
• Strategic Leadership: The Board is responsible for setting the strategic direction Board actively promotes transparency, accountability, and ethical conduct throughout
for BIPA. It provides oversight to ensure that the organization’s goals and the organization. By fostering a culture of good governance, BIPA seeks to build trust with
objectives are in line with the overall economic and regulatory environment. its stakeholders and ensure its long-term sustainability, as outlined in the 5-year ISBP.
• Financial Stewardship: The Board exercises financial oversight by approving 4.7 Changes during the year
BIPA’s annual budget, business plan, and procurement plan at the • No changes to the Board composition occurred during the reporting period.
organizational level. It monitors the financial health of the organization and
ensures resources are allocated responsibly. These plans are then submitted
to the Minister of Industrialization and Trade (MIT) for final approval. 4.8 Board meetings and attendance
The Board held a total of 4 ordinary meetings and 1 special meetings during the reporting
• Governance Framework: Establishing and maintaining a strong governance period. Members’ attendance was exemplary, reflecting their commitment to governance
framework is a core duty of the Board. This includes setting policies and excellence.
procedures for ethical conduct, risk management, and compliance. The Board
itself operates under a governance agreement with the appointing minister.
BOARD
No. of meetings: 5
• Human Capital Development: The Board plays a crucial role in human capital
Name of Board Member Meetings Attended % Attendance
development, specifically through the appointment of the CEO. It also ensures
Ms. Nancy Watyoka 5 100%
effective succession planning for both the CEO and other executive leaders
Ms. Sara Katiti 5 100%
within the organization. Mr. Justin Strauss 5 100%
Mr. Julius Haikali 4 80%
• Subcommittee Oversight: To address specialized areas, the Board forms and Ms. Hilka Alberto 5 100%
oversees subcommittees. These subcommittees may focus on areas such as Ms. Ashley Tjipitua 4 80%
finance, audit, risk management, human resources, and strategic projects. Mr. Immanuel Hanabeb 5 100%
Business and Intellectual Property Authority 21 ANNUAL REPORT 2024/2025
Board Committees No. of meetings: 5
To enhance governance efficiency, the Board operates through four Committees. Each Committee Member No of Meetings attended % Attendance
committee is governed by formal terms of reference and reports directly to the full Board. Mr. Julius Haikali 5 100%
Mr. Immanuel !Hanabeb 4 80%
FRAC: Finance, Risk, Audit Committee Ms. Hilka Alberto 4 80%
Ms. Nancy Watyoka 5 100%
Chairperson: Ms. Sara Katiti Governance, Legal and Ethics Committee (GLEC)
Mandate: Oversight of financial reporting, audit processes,
risk management, and internal controls.
Chairperson: Ms. Hilka Alberto
Mandate: to advise and guide a board of directors on matters
related to governance, legal compliance, and ethical conduct
No. of Meetings: 7 within an organization.
Committee Member Meetings Attended % Attendance
Ms. Sara Katiti 6 100%
Ms. Nancy Watyoka 6 100% No. of meetings: 4
Mr. Justin Strauss 5 83%
Committee Member Meetings attended % Attendance
Mr. Julius Haikali 2 33%
Ms. Nancy Watyoka 4 100%
Mr. Immanuel !Hanabeb 4 67%
Ms. Ashley Tjipitua 4 100%
Mr Immanuel !Hanabeb (Alternate) 2 50%
Ms. Hilka Alberto 4 100%
Human Resources and Remuneration Committee (HRRC)
Chairperson: Mr. Julius Haikali
Strategy, Projects and Procurement Committee (SPPC)
Mandate: to guide and advise the board on human capital and
remuneration matters, ensuring fair and effective compensation
policies, and overseeing talent management and succession
planning. Chairperson: Mr. Justin Strauss
Mandate: providing strategic direction and oversight of major
projects.
Business and Intellectual Property Authority 22 ANNUAL REPORT 2024/2025
No. of meetings: 4 4.10 Director Remuneration
Committee Member No of Meetings attended % Attendance
Ms. Nancy Watyoka (Alternate) 1 25% Directors are remunerated in line with the Government Gazette guidelines for public
Ms. Sara Katiti 4 100% enterprises, based on their participation in meetings and official duties. No performance-
based incentives are offered.
Mr. Justin Strauss 3 75%
Mr. Julius Haikali 1 25%
Ms. Hilka Alberto 3 75%
Ms. Ashley Tjipitua 2 50%
4.9 Board Evaluation and Capacity Development
A Board performance evaluation was conducted for the first time in December 2024.
The evaluation identified strengths in financial governance, with recommendations for
enhanced strategic oversight with recommendations risk and compliance monitoring
and improved stakeholder engagement.
A Board performance
evaluation was conducted
for the first time in
December 2024.
Business and Intellectual Property Authority 23 ANNUAL REPORT 2024/2025
EXECUTIVE MANAGEMENT TEAM
Business and Intellectual Property Authority 24 ANNUAL REPORT 2024/2025
5. EXECUTIVE MANAGEMENT TEAM
The following members held Executive positions during the financial year 2024/2025
Ms Vivienne Mrs Frieda Mokotjomela Mr Jones Lubinda Mrs Veneranda Shoombe
Katjiuongua (Tenure Executive: Corporate Services Executive: Finance and Executive: Information and
ended 15 October 2024) Administration Communication Technology
Chief Executive Officer
Ms Ainna Kaundu Mr Raphael Likando Mr Ockert Jansen Vacant
Executive: Intellectual Executive: Business Executive: Marketing, Executive: Legal Advice
Property Services Registration Services Corporate Communication
and Client Management
Acting Chief Executive Officer Services
Business and Intellectual Property Authority 25 ANNUAL REPORT 2024/2025
5.1 Executive Management Team
The Chief Executive Officer (CEO) is appointed by the Board of Directors, subject to the approval
of the Minister, in accordance with section 16 (1) of the BIPA Act, 2016. In this capacity, the CEO
serves as a steward of the organization and in collaboration with the Executive Management
Committee (EXCO), provides leadership to drive BIPA’s strategic vision, objectives and initiatives.
Additionally, the CEO concurrently fulfils the role of the Registrar of Business and Industrial Property
as defined by the BIPA Act, 2016 (Act No.8 of 2016). This role involves the day-to-day management
of an institution dedicated to enhancing business efficiency and safeguarding intellectual property
In this capacity, the CEO
rights through registration in Namibia. Collaborating with the executive management team, the serves as a steward of
CEO steers the realization of BIPA’s strategic vision, objectives, and undertakings.
the organization and in
Within BIPA, the CEO’s duties encompass a diverse spectrum: collaboration with the
• Strategic and operational leadership.
Executive Management
• Enhance stakeholder confidence and trust through strategic engagements
Committee (EXCO),
• Ensuring regulatory compliance. provides leadership to
• Overseeing the administration of Intellectual Property services and the fostering of drive BIPA’s strategic vision,
innovation.
objectives and initiatives.
• Developing policies to advance Namibia’s business landscape.
• Through effective and transparent communication, the CEO fosters credibility,
transparency and public trust in BIPA’s mission and activities.
Business and Intellectual Property Authority 26 ANNUAL REPORT 2024/2025
AUDIT, RISK AND
INVESTIGATIONS MANAGEMENT
Business and Intellectual Property Authority 27 ANNUAL REPORT 2024/2025
6. AUDIT, RISK AND INVESTIGATIONS MANAGEMENT
6.1. Overview 6.5. Overall impact of the division
The Division plays a pivotal role in upholding the integrity, effectiveness, and accountability The division strengthens governance frameworks, supports informed decision-making,
of the organization. Its three core components – internal audit, risk management, enhances stakeholder confidence, and drives continuous organizational improvement
and investigations – operate with distinct yet complementary functions often working through its focus on audits, risk management, and investigations.
synergistically to achieve organizational objectives.
6.6. Strategic objectives on corporate scorecard
6.2. Internal Audit
§ Strengthen governance and risk management processes.
The internal audit function delivers independent assurance and evaluation by assessing § Budget management.
the effectiveness of internal controls, governance, and risk management processes. It § Improved stakeholder relationships.
monitors compliance with organizational policies, and regulatory requirements, while § Ensure effective board management services.
also driving operational efficiency through the identification of process and system § Implement the employee training & development plan.
improvements. Additionally, the function ensures the accuracy and reliability of financial § Attract develop and retain talent.
reporting by strengthening internal control, fostering accountability and transparency
and providing strategic insights to management and the board , internal audit plays a 6.7. Personnel capacity
critical role in supporting compliance with legal and regulatory standards.
The division consist of 5 permanent employees.
§ Chief Audit, Risk & Investigation.
6.3. Risk Management
§ Senior Internal Auditor.
Risk management functions is dedicated to identifying potential internal and external § Risk & Investigation Specialist – Vacant.
risks, evaluating their likelihood and impact, and developing strategies to mitigate them. § IT & Projects Auditor.
It ensures monitoring and reporting of risks to leadership, fostering a proactive risk § Risk & Audit Administrative Officer.
aware culture across the organization. By building organizational, optimizing resource § Compliance and Risk Graduates – Fixed-term appointment
allocation based on risk exposure, and mitigating potential threats.
6.8. Auditor General opinion 2024/25
6.4. Investigations
We are pleased to report that the external auditors issued an unqualified (clean) audit
The investigations’ function involves examining allegations of fraud, misconduct, or ethical opinion on the financial statements for the year ended 31 March 2025. This means the
breaches, conducting comprehensive fact-finding, reporting findings with actionable financial statements present a true and fair view of the Organisation’s financial position,
recommendations, and supporting legal or HR actions where necessary. This function performance, and cash flows, in accordance with IPSAS. This outcome reflects our
plays a critical role in deterring unethical behaviour, fostering stakeholder trust through continued commitment to sound financial management, transparency, and accountability.
transparency and fair processes, ensuring legal and ethical compliance, and reinforcing
a culture of integrity and accountability.
Business and Intellectual Property Authority 28 ANNUAL REPORT 2024/2025
6.9. Internal audits conducted 2024/25 6.9.2. Improvement of internal controls due to audit findings
For the period under reporting, a total of 54 audit issues were raised, 40 (74%) were
mitigated and closed whilst the remaining 14 (26%) are still open. Nine (9) 64% issues In light of recent audit findings, substantial efforts have been undertaken to bolster
are current, while five (5) 36% issues are overdue as they have passed their dates of internal controls and enhance operational efficiency, such as:
implementation.
• Introduction of dual review process: To mitigate fraud and errors, a dual review
process has been implemented. This ensures discrepancies in the operational
processing of applications are promptly identified and addressed. Registry Data
Improvement: Records are now updated in real time as applications are received.
Both physical file and the electronic record are meticulously rectifying any missing
Comparison Chart documents that may not be captured .
• Historical gaps in company data are also being systematically addressed, with an
action being developed for implementation in the current financial year.
Issues Raised
Resolved (Closed)
60 53 54
Open 45 45 • Improvement on the ICT Business Continuity Plan environment with disaster
50 40 recovery set-up and a business continuity simulation on the ICT infrastructure
40 32
26 27 successfully tested.
30 22 23
20 13 14
10 • I stakeholder and client engagement: Multiple engagement sessions were
0 conducted to foster and maintain strong relationships with stakeholders and
Q1 Q2 Q3 Q4
clients, ensuring their needs and expectations are effectively addressed.
Quarter
Overall audit issues comparison chart 6.9.3. Impact on organisation
BIPA is currently facing several high-risk operational challenges, primarily stemming
from inadequate or weak internal controls, that undermine both internal operations
6.9.1. Major audit findings and external service delivery. A critical controls weakness lies in the Integrated Client
Registration System (ICRS),where incomplete and unverified records persist. The lack of
The assessment revealed several criterial issues, particularly in the areas of business robust validation and strong control mechanisms jeopardizes long-term data integrity,
registration services and stakeholder relations. These include challenges related to disrupts service continuity, and forces clients to re-submit documentation, leading to
amendments of Close Corporations, Incomplete Records on Integrated Company inefficiencies and diminished client satisfaction.
Registration System (ICRS), Stakeholders and Client’s Satisfaction and Business Continuity
Plan simulation tests. These deficiencies further escalate the risk , of revenue leakage, impairing accurate
reporting, and hinder informed decision-making. Another significant control gap
observed in the approval of Close Corporation (CC2) amendments, which lack rigorous
Business and Intellectual Property Authority 29 ANNUAL REPORT 2024/2025
due diligence processes. The absence of stringent verification controls increases 6.10.1. Major findings and Impact of organisation
the potential errors and fraudulent submissions, exposing BIPA to legal liabilities,
reputational damage, and regulatory penalties. Based on the comprehensive review of the investigations undertaken, several critical
issues have been identified as primary areas of concern. The findings reveal that a
Additionally, weak controls over process standardization and client information significant Proportion of the cases are linked to the following critical matters:
management contribute to a fragment registration process. The lack of centralized client
information repository and coupled with siloed departmental operations results into 1. Fraudulent Founding Statements and amendments
inconsistent responses, duplicated efforts, and delays in service delivery. These issues A substantial number of investigations uncovered the submission of falsified or
significantly hamper reduce operational efficiency and erode public confidence in BIPA’s misleading founding statements during the registration or incorporation entities.
mandate. These fraudulent acts suggest deliberate misrepresentation potential aimed at
deceiving stakeholders, including regulatory authorities and potential investors.
2. Unauthorised Removal of Members or Directors
Business continuity is another critical factor for any organization. The absence of a Several cases involved the removal of company members or directors without
Business Continuity Plan (BCP) poses a substantial risk to BIPA’s Operations because their prior Consent or adhere to due legal processes. This practice not only
without the BCP, BIPA may not continue or resume operations after a disaster or violates fundamental corporate governance principles but also raises serious
disruption. Collectively, these control failures hinder BIPA’s ability to achieve strategic legal and ethical concerns regarding the integrity of internal company operations.
objectives. They weaken governance, compromise data reliability, increase legal and
operational risks, and diminish stakeholder confidence. To restore operational integrity Collectively, these issues highlight systemic vulnerabilities that demand immediate
and support BIPA’s mandate, it’s imperative to strengthen internal controls, enhancing attention and remediation to restore trust, ensuring regulatory compliance, and uphold
compliance monitoring and improve compliance monitoring mechanisms. good corporate governance standards.
6.11. Risk register completion status
6.10. Investigations conducted 2024/25
During the Financial year 2024/25 a total of 8 investigation has been carried out. 6.11.1. Percentages per risk item
The total number of corporate risks for the year under review were 19 in total, of these
Category Number of reports 10 (53%) have been addressed.
Fraudulent CC amendments 3
To further contextualize the nature of our current risk landscape, the 19 identified
Removal of member or director without their consent 3,
enterprise risks have been aligned with the organization’s strategic pillars.
Alleged fraudulent registration of an entity 1
This alignment ensures that our risk management efforts are directly supporting our
Identical name on a CC and PTY 1
overarching strategic objectives. specifically:
TOTAL 8
• Financial Sustainable pillar: 1 risk is aligned with this pillar, representing long-
term financial exposures.
Business and Intellectual Property Authority 30 ANNUAL REPORT 2024/2025
6.11.2. Status on closing of risk register
Corporate Risks
Reputational
Risk Overall Business Risks Status (%)
11%
Operational Risk
Compliance Risk 28% 100
11%
Financial Risk 0
6% Quarter 1 Quarter 2 Quarter 3 Quarter 4
Behind Schedule In-progress Planned Final test and maintained
6.11.3. Status on newly developed risk register
Strategic Risk
44% The existing corporate risk register is currently undergoing a comprehensive review and
closure process This ensures that all risks at the finalization stage are appropriately
• Stakeholder Confidence Pillar: 2 risks are linked to this pillar, reflecting potential
documented, while residual risks are either reclassified or integrated into future risk
impacts on reputation, public trust, and customer satisfaction.
tracking frameworks as needed.
• Internal Process & Governance Pillar: 6 risks fall under this pillar, highlighting
issues in policy, control, and oversight.
Concurrently, a new corporate risk register is in development and is slated for
• Operational Excellence Pillar: 10 risks are associated with this pillar, indicating
implementation in the 2025/2026 financial year. This initiative follows a detailed risk
areas where operational inefficiencies or disruptions may affect service delivery.
assessment designed to:
• Develop strategies for integrating these unresolved risks into the new register and
the overarching goals is to address any remaining gaps in risk mitigation from
the previous register, ensuring continuity and strengthening the organizations
overall risk management framework.
Business and Intellectual Property Authority 31 ANNUAL REPORT 2024/2025
07 LEGAL & COMPLIANCE
Business and Intellectual Property Authority 32 ANNUAL REPORT 2024/2025
7. LEGAL & COMPLIANCE
7.1. Overview 7.4. Personnel capacity
The Legal Department plays a critical role in maintaining the integrity, compliance, and The Department during the 2024/2025 Financial Year comprised of two legal officers and
operational efficiency of the Registrar of Companies and Close Corporations. As a strategic a graduate.
partner, the Department ensures that all regulatory and statutory functions are executed
in strict adherence to prevailing laws, contributing to a robust and transparent corporate 7.5. Statistics on request for information/files
governance framework. by ACC/Namibian Police/FIC
7.2. Some of the core responsibilities of the department are:
It is crucial for BIPA to promptly avail accurate and complete information to competent
• Legal Advisory: The Department offers continuous legal guidance to the Registrar, authorities, as this not only ensures regulatory compliance but also reinforces transparency,
management, and operational units, ensuring all decisions and procedures align accountability, and public trust in the institution. In the 2024/2025 Financial Year, BIPA has
with applicable legislation, including the Companies Act and Close Corporations availed the following to competent authorities:
Act.
• Regulatory Compliance: the department monitors legislative developments and Requests and Affidavits Collected by Institution
provide recommendations for updating policies, forms, and processes, to ensure
the Registrar remains compliant with evolving legal requirements. Requests 169
Affidavits Collected
• Dispute Resolution and Litigation: The Department represents the organization 160
in legal proceedings and coordinates with external counsel where necessary. It
oversees internal dispute resolution mechanisms to ensure conflicts are resolved
fairly and efficient. 120
• Legislative Drafting and Review: Legal officers are instrumental in the development,
review, and amendment of subsidiary legislation, regulations, and internal legal
Count
instruments. 80
7.3. Strategic objectives on corporate scorecard
The Legal Department is responsible for fostering a reputable Business and IP 27
environment” by establishing and maintaining conditions that encourage fair, ethical, 20 15
and transparent business practices, while also protecting intellectual property (IP) rights. 0 2 0
ACC NamRA NAMFISA NAMPOL
Additionally, the objective is to develop and implement a comprehensive Business and
Intellectual Property Framework.
Business and Intellectual Property Authority 33 ANNUAL REPORT 2024/2025
7.6. Statistics on number of legal advice requests internally CASE 1
The Department’s primary mandate is to serve and operate as an advisory function to A Judgement in this matter was delivered on 30 April 2025. The judgement issued a costs
the organisation. The Department has received 15 internal legal advice requests and has order against BIPA, jointly and severally with the appellants. The liability arising from this
attended to all 15 of the requests order is contingent upon the outcome of the taxation proceedings.
7.7. Update on review of Laws/Legal Instruments
CASE 2
The Business & Intellectual Property Authority (BIPA) is currently developing a new
copyright bill aimed to address the legal gaps in the current Copyright and Neighbouring Civil proceedings in this matter are ongoing. The claim pertains to the recovery of an
Act, 1994. This project involves reviewing and updating the current Copyright Act to amount of N$18,000,000.00, which was used for the purchase of Erf 2870, Shire Street,
align with international best practices and better support the evolving creative industry. as well as transfer duties amounting to N$2,160,000.00. The judgement is anticipated for
Its primary objective is to modernize Namibia’s copyright system to reflect the realities June 2, 2025.
of the digital era, which has introduced new opportunities and challenges not foreseen
by the current act. The Copyright Bill has been submitted to the Cabinet Committee on
Legislation (CCL), and feedback from the CCL is currently awaited. CASE 3
The labour dispute remains unresolved. The appeal is based on allegations of procedural
7.8. Any other legal and compliance matter unfairness of the disciplinary hearing.
The legal department plays a crucial role in managing external legal matters. When BIPA
is cited in court cases, the legal department actively coordinates with external legal
firms to ensure effective representation and defense of the Authority’s interests. This
collaboration involves providing comprehensive information, strategic guidance, and
necessary documentation to the appointed legal counsel, thereby ensuring that BIPA’s
position is clearly articulated and its legal obligations are met throughout the litigation
process. A summary of key cases during the year under review:
Business and Intellectual Property Authority 34 ANNUAL REPORT 2024/2025
BUSINESS STRATEGY
DEPARTMENT
Business and Intellectual Property Authority 35 ANNUAL REPORT 2024/2025
8. BUSINESS STRATEGY DEPARTMENT
8.1. Divisional Overview 8.4. Organisational performance report
The Business Strategy Division is a critical support function that facilitates strategic BIPA’s five-year Integrated Strategic Business Plan (ISBP) for the 2021/22 – 2025/26
coherence and alignment between organizational activities and long-term priorities. period underscore its commitment to financial sustainability and operational efficiency
It is tasked with the formulation, execution, and evaluation of strategic plans, driving through automation, while addressing the key challenges of its internal and external
BIPA’s strategic intent towards sustainability growth through inclusive and participatory stakeholders.
approach. The department oversees performance monitoring through the corporate
scorecard and coordinates institutional reporting to BIPA’s executive leadership, the The Authority is dedicated to fulfil its mandate, as the central hub for the registration
Board, and relevant oversight bodies. Additionally, it ensures the accurately measurement of business and industrial property, as well as the administration and preservation of
and reporting of performance while, a supporting the organization in adhering to business and intellectual property, through the effective implementation of the ISBP.
pertinent regulatory requirements.
8.2. Strategic objectives on corporate scorecard
The Business Strategy Division play a crucial role in coordinating and supporting the
implementation of the Authority’s 11 strategic objectives, as outlined in the corporate
Additionally, this strategy
scorecard for FY2024/25. By cascading the corporate strategy across the organization, aligns with the Ministry of
Industrialisation and Trade’s
the Division ensured thes objectives were effectively operationalized.
8.3 The Division made significant contributions to the
achievement of the following strategic objectives:
(MIT) objectives to enhance
• Enhanced Corporate Governance and Risk Management: Through strategic
and diversify Namibia’s
planning, review, monitoring and reporting processes aligned with regulatory economic landscape.
requirements. These processes were overseen by the BIPA executive leadership
and the Board, with formal quarterly and annual reviews submitted to the Board.
• Improved Stakeholder Relationships: Through timely and coherent strategic 8.5. Implementation of the ISBP
engagements and reporting to oversight stakeholders as well as soliciting valuable
The ISBP is structured around eleven (11) Strategic Objectives and thirteen (13) Key
inputs as part of BIPA’s stakeholder analysis for its new strategy.
Performance Indicators (KPIs), supported by twenty-seven (27) Strategic Initiatives that
• Improved Employee Engagement: Through promoting inclusive staff participation
serve as the foundation for strategy execution. The strategy map below highlights BIPA’s
during strategic planning and validation exercises, promoting a bottom-up
set targets for FY2024/25 as detailed in the Annual Business and Financial Plan (ABFP),
approach. This fostered a shared understanding of BIPA’s strategic direction and
which provides the framework for monitoring wand measuring performance against its
enhanced institutional alignment collaboration.
strategic objectives.
Business and Intellectual Property Authority 36 ANNUAL REPORT 2024/2025
VISION To be the catalyst of economic growth for a transformed business landscape and an innovative nation.
MISSION We protect intellectual assets and make doing business possible in Namibia.
STRATEGIC PILLAR STRATEGIC OBJECTIVES AND STRATEGY MAP KEY PERFORMANCE INDICATOR FY2024/25 STRATEGIC INITIATIVES
(KPI) TARGET
• Implement the Revenue Diversification Strategy Annual
Plan.
Achieve
Revenue % Annual Revenue Growth 38% • Implement the Annual Duties Collection Programme for
FINANCIAL Positive
Growth Companies and CCs.
EBITDA
SUSTAINABILITY
• Review the Branding, Marketing and Advertising Plan.
• Implement the Annual Implementation Plan for the
% of EBITDA Margin 18%
Financial Model
• Review, update and Implement Customer Service Plan
(including Satisfaction
% Customer Satisfaction 80% Survey(s)).
Improved Improved
Customer Customer • Enhance Customer Experience and Engagement.
STAKEHOLDER Satisfaction Satisfaction
CONFIDENCE • Review, update and Implement the Integrated Stakeholder
Engagement Plan
% Stakeholder Satisfaction 80% (including Satisfaction Survey(s))
• Develop and Implement the Communications, CSR and
Media Plan.
• Implement the Annual Plan for the Registry Data
% Improvement in Processing Completeness Programme.
10%
Times
• Implement the Business Process Re-Engineering Project.
Ensure a Enhanced % Level of Compliance (Based on
Enhanced
Reputable Corporate 100% • Develop and implement the Compliance Programme.
Process
Business and IP
CRMPs)
Governance and
INTERNAL Optimisation
Environment Risk % Corporate risk mitigation 80% • Implement the Risk Framework
PROCESSES AND
GOVERNANCE % Adherence to Implementation
80% • Implement the Risk-Based Audit Plan.
of Audit Findings
• Develop and implement the Business and IP Regulatory
of Draft Bills for identified laws Framework
submitted to the Line Minister • Continuous contributions / participation towards National
Agendas
• Implement the Annual Employee Engagement Plan
(informed by the Survey
% Engagement of Employees 80% and benchmark findings).
• Implement the Annual Change Management Plan
• Review and update relevant HR Policies
• Develop a Staff Risk Analysis Matrix.
• Develop the Performance Improvement Programme
Improved Attract, Optimised Accelerated % Labour Turnover 5% • Review, update and implement the Workforce
Employee Develop and Organisational Digital Development Plan
OPERATIONAL Engagement Retain Talent Structure Transformation • Establish the BIPA Academy
EXCELLENCE % Implementation of the
• Implement the Organisational Structure Re-Alignment
Organisational Structure Re- 100%
Project.
alignment Project
• Implement the Process Automation Programme
• Implement the ICT infrastructure Improvement /
% of identified and documented Maintenance Plan
30%
business processes automated
• Implement the Data Management Programme
• Implement the Cyber Security Programme
CORE VALUES ACCOUNTABILITY SERVICE EXCELLENCE TEAM EMPOWERMENT INTEGRITY INNOVATIVE
Business and Intellectual Property Authority 37 ANNUAL REPORT 2024/2025
BIPA’s Strategy Map for FY2024/25
The organizational performance of BIPA for FY2024/25, as measured across all 13 approved KPIs, is comprehensively summarized in the figure below.
BIPA’s Strategy Map Performance Dashboard for FY2024/25
VISION To be the catalyst of economic growth for a transformed business landscape and an innovative nation.
MISSION We protect intellectual assets and make doing business possible in Namibia.
Slightly Below Target Met /
STRATEGIC PILLAR STRATEGIC OBJECTIVES LEGEND Below Target Target Exceeded
REVENUE GROWTH ACHIEVE POSITIVE EBITDA
FINANCIAL
• % Annual Revenue Growth • % of EBITDA Margin
SUSTAINABILITY
STAKEHOLDER IMPROVED CUSTOMER IMPROVED CUSTOMER
SATISFACTION SATISFACTION
CONFIDENCE
• % Customer Satisfaction • % Stakeholder Satisfaction
ENHANCED PROCESS ENSURE A REPUTABLE ENHANCED CORPORATE
OPTIMISATION BUSINESS AND IP GOVERNANCE AND RISK
ENVIRONMENT MANAGEMENT
• % Improvement in
INTERNAL Processing Times • # of Draft Bills for • % Level of Compliance
PROCESSES identified laws submitted to (Based on CRMPs)
the Line Minister • % Corporate Risk
AND GOVERNANCE
Mitigation
• % Adherence to
Implementation of Audit
IMPROVED EMPLOYEE ATTRACT, DEVELOP AND OPTIMISED ACCELERATED DIGITAL
OPERATIONAL ENGAGEMENT RETAIN TALENT ORGANISATIONAL TRANSFORMATION
EXCELLENCE STRUCTURE
• % Engagement of • % Labour Turnover • Implementation of • % of identified and
Employees the Organisational Documented Business
Structure Processes Automated
Re-alignment Project
SERVICE
CORE VALUES ACCOUNTABILITY TEAM EMPOWERMENT INTEGRITY INNOVATIVE
EXCELLENCE
Business and Intellectual Property Authority 38 ANNUAL REPORT 2024/2025
The Authority concluded the year with an overall performance of 69% (9/13) of targets This demonstrated steady progress in advancing strategic priorities despite operating
achieved or exceeded, 8% (1/13) of KPIs slightly below target and 23% (3/13) for KPIs environment.
significantly below target. The figure below show a concise overview of the KPI performance for FY2024/25.
KPI Performance for FY2024/25
Summary of Organisational Performance Against Strategy
Revenue Growth Compliance
Earning Before Interest, Tax, Depreciation and Amortisation (EBITDA) Employee Engagement
Stakeholder Satisfaction Organisational Structure
Improvement in Process Efficiency Re-Alignment
Risk Mitigation
Audit Findings
Law Reforms – Copyright and Corporate Bills
Regrettable Labour Turnover
Business Processes Automated
Significantly Below Target
23%
69% 8%
Business and Intellectual Property Authority 39 ANNUAL REPORT 2024/2025
Quantitative data regarding the performance of the public enterprise, along with its summary of BIPA’s quantitative performance aligned with its strategic objectives is
subsidiaries (if applicable), in relation to its defined objectives are provided below. A illustrated in the accompanying figure.
BIPA’s Performance Against Strategic Objectives for FY2024/25
STRATEGIC PILLAR # STRATEGIC OBJECTIVES KEY PERFORMANCE INDICATOR FY 2024/25 FY 2023/24 FY 2024/25 RESULTS
(SFA) (KPI) TARGET RESULTS
(IF APPLICABLE)
F1 Revenue Growth % Annual Revenue Growth 38% 7% 42%
FINANCIAL
SUSTAINABILITY
F2 Achieve Posi�ve EBITDA % of EBITDA Margin 18% 13% 32%
Improved Customer
S1 % Customer Satisfaction 80% 68% 76%
STAKEHOLDER Sa�sfac�on
CONFIDENCE Improved Stakeholder
S2 % Stakeholder Satisfaction 80% 56.1% 89%
Rela�onships
Enhanced Process
I1 % Improvement in Processing Times 10% 5.71% 11.22%
Op�misa�on
% Level of Compliance (Based on
100% 80% 70%
CRMPs)
Enhanced Corporate
I2 Governance and Risk % Corporate risk mitigation 80% 47% 80%
Management
% Adherence to Implementation of
80% n/a 80%
Audit Findings
INTERNAL Copyright Law: The Bill is currently
PROCESSES AND before the Cabinet Committee on
GOVERNANCE Legislation (CCL), and feedback from
CCL is pending. It is anticipated that
Cabinet will approve the Draft Bill by
30 June 2025 and the final draft Bill
Ensure a Reputable will be submitted to the Minister by
of Draft Bills for identified laws
I3 Business and IP 2 n/a 31 August 2025.
submitted to the Line Minister.
Environment
Corporate Law: The draft Bill is under
review by BIPA and the National
Legislative Review Committee.
Extension of Time to submit the Bill to
the Line Minister during FY 2025/26
was granted by the Board. The overall
end date remains unchanged.
Improved Employee
O1 % Engagement of Employees 80% 48% 56%
Engagement
A�ract, Develop and % Labour Turnover
O2 5% 0.6% 0%
Retain Talent (Regrettable)
OPERATIONAL
EXCELLENCE % Implementation of the
Op�mised Organisa�onal
O3 Organisational Structure Re- 100% 30% 60%
Structure
alignment Project
Accelerated Digital % of identified and documented
O4 30% 45% 63%
Transforma�on business processes automated
Business and Intellectual Property Authority 40 ANNUAL REPORT 2024/2025
Significant improvements were achieved in “lag” KPIs, performance indicator including Goals (SDGs). A series of strategic planning meetings, workshops and retreats were
revenue growth, Earnings Before Interest, Tax, Depreciation and Amortisation (EBITDA) conducted to gather inputs, which informed the development of an ISBP. This draft was
and stakeholder satisfaction. Additionally, critical enablers such as process automation further redefined through extensive consultations with middle and senior management
and processing time enhancement surpassed their targets. Customer satisfaction also before being shared with additional feedback. The final draft was presented to the BIPA
showed notable progress notable improvement was recorded from FY2023/24, although Board of Directors, for strategic guidance and approval, prior to submission to the
it fell slightly, short of the annual target by 4%. Ministry of Industries, Mines and Energy for final endorsement.
However, challenges were encountered in areas such as compliance with statutory
requirements, employee engagement and organizational structure re-alignment, which
negatively impacted the overall performance. Despite these hurdles, BIPA concluded
FY2024/25 with evident strategic momentum, demonstrating both persistent systemic
constraints and substantial progress.
To address performance gaps, BIPA will intensify its strategic focus for the period
2025/26 – 2029/30, by enhancing agility in strategy execution, strengthen monitoring and
evaluation mechanisms, fostering collaboration with key strategic partners, and driving
intentional culture transformation. These initiatives will bolster institutional capacity and
accelerate BIPA’s to deliver tangible public value in alignment with national development
priorities.
8.6. Projects executed by Business Strategy Division for
FY2024/25
During FY2024/25, the Business Strategy Division led the development the of BIPA’s
new ISBP for the period 2025/26 – 2029/30. The initiative was undertaken to address
compliance gaps with Section 13 of the Public Enterprises Governance Act (PEGA), 2019
(Act No. 1 of 2019). The ISBP outlines the Authority’s new long-term vision and strategic
direction, aligned with national development priorities.
Staff engagement during the strategic planning process
The strategic planning process adopted a participatory approach, commenced
November 2024 and involved staff at all levels alongside a team of external consultants
With the new ISBP implementation set to commence in FY2025/26, FY2024/25 served as
from the Namibia Institute of Public Administration and Management (NIPAM). The
the final performance year under the current 2021/22 – 2025/26 ISBP.
process included a comprehensive review of key national and global frameworks, such
as Namibia’s Vision 2030, SWAPO Party Manifesto, National Development Plans (NDPs)
including the NDP6 White Paper, Growth at Home Strategy and Sustainable Development
Business and Intellectual Property Authority 41 ANNUAL REPORT 2024/2025
The following table provides a summary of key activities undertaken by the Division during FY2024/25:
Project Title Deliverables Timeline Status Strategic Impact
1 Formulation of BIPA’s New Five-Year 2025/26 – 2029/30 ISBP Q3 to Q4 of FY2024/25 Completed (Pending Ministerial Provides strategic direction towards BIPA’s long-term
Integrated Strategic Business Plan (ISBP) approval) sustainability and repositioning the Authority’s strategic
for the 2025/26 – 2029/30 period agenda in alignment with national development priorities.
2 Development of BIPA’s Annual Business ABFP for FY2025/26 Q4 of FY2024/25 Completed (Pending Ministerial Enables streamlined resource planning and organizational
and Financial Plan (ABFP) for FY2025/26 approval) alignment for FY2025/26, through cascading Year 1 of the
new 2025/26 – 2029/30 ISBP.
3 Business Process Re-Engineering Mapped, re-engineered Planned to commence Not executed (Deferred due to This project remains aligned with organizational priorities,
and optimized business from Q4 of FY2024/25 funding constraints) thus, to achieve optimum efficiency and effectiveness in
processes public service delivery. Responsibility has been transferred
to the Organizational Development and Training Division
under the Corporate Services Department for execution
from FY2025/26 onwards.
Projects Under the Business Strategy Division
8.7. Planned projects for new FY2025/26
The Business Strategy Division will ecxecute the following planned projects during Industries, Mines and Energy by 31 December 2025, in accordance with Section
FY2025/26, to strengthen the Authority’s strategy management capabilities and foster a 14 of PEGA.
high-performance culture.
• In Quater 3 of FY2025/26, the Division will establish the BIPA Innovation
• The Division will coordinate the rollout of the newly formulated BIPA Integrated Committee under the oversight of executive leadership. This platform will
Strategic Business Plan (ISBP) 2025/30, operationalizing it under the Annual cultivate a culture of innovation among BIPA staff, enhancing the organization’s
Business and Financial Plan FY2025/26. This initiative will serve as a roadmap ability to adapt to emerging challenges and seize new opportunities.
for translating BIPA’s strategic priorities into actionable annual objectives. In
Quarters 1 and 2 of FY2025/2026, the Division will develop a Board –approved 8.8. Challenges
Strategy management Framework. This framework will institutionalize a
structured approach to strategy analysis, formulation , and implementation, The Business Strategy Division faced significant challenges during the reporting period,
align with the best practice primarily due to constrained human resource capacity, with only one staff member in the
Division and the absence of digital tools for strategy management
• The Division will Coordinate the annual strategic planning exercise to develop
the ABFP for FY2026/27, planning activities will commence in August 2025 These limitations hindered the division’s ability to efficiently and effectively support the
ensuring the submission od a Board approval ABFP Draft to the Ministry of review , Execution, monitoring and evaluation of BIPAs strategic initiatives’
Business and Intellectual Property Authority 42 ANNUAL REPORT 2024/2025
09 OUR CORE OPERATIONS
Business and Intellectual Property Authority 43 ANNUAL REPORT 2024/2025
BUSINESS REGISTRATION SERVICES (BRS)
Business and Intellectual Property Authority 44 ANNUAL REPORT 2024/2025
9.1 BUSINESS REGISTRATION SERVICES (BRS)
9.1.1. Overview
The Business Registration Department play a pivotal role in maintaining and administering Competitiveness, and Global Innovation rankings. The Integrated Company Registry
relevant registers while facilitating and promoting efficient and effective registration System (ICRS) had registered 230,518 entities with Close Corporations (CCs) accounting
processes. Business registration serves to legitimize commercial activities and foster for the majority at 86%. The remaining 14% were registered as companies.
an economic environment conducive to growth. By formalizing businesses, transparency
and accountability are enhanced, which in turn facilitates access to financing. This 9.1.2. Legal framework
supports business expansion and contributes to overall economic development.
The Business and Intellectual Property Act, Act no. 8 of 2016 mandates the Authority to
The department’s functions are critical in bolstering investor confidence and enhancing regulate and administer the registration of businesses under the applicable legislation
the country’s ranking in key global indices, including the Ease of Doing Business, Global as follows:
DOMAIN NATIONAL LEGISLATION
Companies Act, 2004 (Act No 28 of 2004) as amended
Companies Registrations
Provides for the creation of the company registration office, the appointment of the Registrar, and outlines provisions for the incorporation,
administration, and dissolution of companies, along with related matters.
Close Corporation
Close Corporation Act, 1988 (Act No. 26 of 1988) as amended
Provides for the establishment of the Close Corporation registration office, appointment of the Registrar and formation, registration incorporation,
Registrations
management, control, and liquidation of close corporations and for matters connected herewith.
9.1.3. Operational Structure
To efficiently oversee its core functions and comply with regulatory requirements, the This structure is strategically designed to ensure the seamless execution of the
Business Registrations Department at BIPA is organized into four specialized streams. department’s mandate and operational objectives.
Business and Intellectual Property Authority 45 ANNUAL REPORT 2024/2025
Stream 1: New Business Registration Division Stream 2: Regional Business Registration Division
• Manages the registration of new Company applications. Administers the registration of businesses for regional clientele, including:
• Administers the registration of new Close Corporations. • New Business Registration
• Maintenance and compliance
• Annual Returns, Deregistration’s and Liquidations
• Facilitating record requests and
• Dealing with general client enquiries
Stream 3: Maintenance and compliance Division Stream 4: Annual Returns, Deregistration and Liquidation Division
• Administers the function of maintenance /amendments of existing Companies • Administers the deregistration, liquidation and restoration function of the Entity.
and Close Corporations. • Administers the Annual Return function of the organization.
By 31 March 2025, the department’s had a total staff complement of 41, consisting of: separate legal entity, granting members limited liability as outlined in Section 2(3)
• 23 permanent employees, and of the Act. Ownership is fully allocated, with each member’s interest represented
• 18 graduates as a percentage total 100% . CCs are subject to taxation; members may be held
personally liable for losses resulting from negligence or lack of required skill. Each
9.1.4. Types of Business Entities Registered by the Authority member acts as an agent of the CC, and the corporation is bound by their actions.
Entities are registered in compliance with the applicable legislation and are
9.1.4.2. Companies:
categorised into two primary types: Close Corporations (CCs) and Companies. The
selection of a business entity is influenced by five critical factors: legal structure, A company is a more complex business structure that operates as a separate legal
liability implications, tax obligations, record-keeping requirements, and ongoing entity, with rights and responsibilities distinct from its of its owners. It is owned by
regulatory compliance post-registration. shareholders, who appoint directors to manage daily operations and make strategic
decisions.
Below is an overview of the business entities registered with BIPA , along with their
key distinctions: The formation and governance of a companies are regulated by the Companies Act,
2004, which sets outlines requirements for registration, statutory compliance, and
9.1.4.1 Close Corporations: ongoing reporting obligations. Unlike other business forms , a company maintains
its existence regardless of changes in ownership. And may be established for profit
Close Corporations (CCs) are established and registered under the Close Corporation
or non-profit purposes.
Act, 1988. They require a minimum of one and a maximum of ten members, who
collectively own and manage the business. Once registered, a CC becomes a
Business and Intellectual Property Authority 46 ANNUAL REPORT 2024/2025
• Private Company (Pty) Ltd : Limited to 50 shareholders ownership changes, and is essential for establishing a business bank account,
• Public Company (Ltd) :7 minimum and Unlimited shareholding options which separates personal and business finances, enhancing professionalism
• Non-Profit Association: incorporated under Section 21. and credibility.
• Foreign (External) Companies: Registered to operate within the jurisdiction
• Additionally, registered businesses can access finance, as lenders and investors
typically require proof of registration, and comply with tax obligations by
Company registration involves statutory requirements, extensive formalities, and
obtaining a Tax Identification Number (TIN) from the Namibian Revenue Agency
ongoing reporting obligations as stipulated by the Companies Act. Importantly, a
(NAMRA), ensuring adherence to bookkeeping and accounting standards.
company has perpetual existence and does not dissolve with changes in ownership.
• Registration also builds trust with clients and creditors, avoiding perceptions
9.1.5. Benefits of Owning a Registered Business of being a “fly-by-night” operation, and grants eligibility for supplier discounts,
credit arrangements, and tenders or contracts with government and public
Registering a business with BIPA offers significant advantages for aspiring entrepreneurs.
entities, all of which require proof of business registration as a prerequisite.
Key benefits include:
• A registered business gains formal legal recognition, enabling it to operate 9.1.6. Strategic BRS initiatives
legally and enter contracts, while also providing limited liability protection to its
owners, shielding them from personal liability for business debts. During the reporting period, the department undertook a number of strategic initiatives
aimed at achieving the following objectives:
• Registration ensures business continuity, allowing the entity to persist beyond
Initiative Key Activity Update
Revenue Growth 10% Annual revenue growth Achieved 40%
Ensure reputable business environment Finalise Draft & Create effective and balanced legal framework by developing a new Draft Corporate Bill developed and under review. In progress.
Facilitate the enactment of the Corporate Bill Corporate Law
Review business processes within the Department Departmental business processes reviewed within the Department Achieved. 7 Business processes reviewed
Enhancement of processes Improved turnaround times by ensuring that average business Achieved (7 days)
registration applications are processed within 7 days for companies.
Improved turnaround times by ensuring that average business Achieved (6 days)
registration applications are processed within 7 days for close
corporations.
Ensure effective Board Management Services Timely submission of Board submissions Achieved.
Business and Intellectual Property Authority 47 ANNUAL REPORT 2024/2025
9.1.7. Business Registration Statistics
9.1.7.1. Transactions processed for the 2024/25 Financial Year 9.1.7.2. Total Registrations for the Financial Year 2024/25 (Overall)
For the financial year under review, BIPA processed a total of 242, 883 applications During the reporting period, BIPA registered a total of 13,114 businesses, making an 18%
through Integrated Companies Registration System (ICRS)across all business registration increase compared to the 11,055 registrations recorded during FY 2023/24 financial
service channels. This reflects a 16.5% increase in application volume compared to the period. Applications were processed through multiple channels, including the BIPA Head
previous financial year. However, it is important to note that all recorded applications Office in Windhoek and the regional offices Walvis Bay and Ongwediva.
resulted in completed registrations.
The table below provides a detailed breakdown of registrations received through the Head
Office in Windhoek and the registrations received through Walvis Bay and Ongwediva.
Entities registered on ICRS as of 31 March 2025
As at 31 March 2025, the Registry reflected a total of 230 518 registered entities:
Entity Type # Registered Entities %per Entity Category
Section 21 3 348 1.45%
Close Corporation 199 347 86.48%
Company 27 396 11.88%
Foreign Entities 427 0.19%
Total: 230 518 100%
Entities registered for the FY 2024/25
Total combined registrations for Windhoek, Walvis Bay and Ongwediva
Organisation Type Total registrations for 2024/25 FY (Overall) Total registrations received through Windhoek Total registrations received Total registrations received through
through Walvis Bay Ongwediva
Section 21 295 271 17 7
Close Corporation 11305 9,967 958 380
Company 1490 1,411 78 1
Foreign Entities 24 24 0 0
Total: 13114 11673 1053 388
Total combined registered for the FY 2024/25
Business and Intellectual Property Authority 48 ANNUAL REPORT 2024/2025
Total registration received in Windhoek office
Entity Type Total Per entity type % Processed against Receipts
Section 21 271 2.32%
Close Corporation 9,967 85.38%
Company 1,411 12.08%
Foreign Entities 24 0.20%
Total: 11673 100%
Total registration in Windhoek for the FY 2024/25
Total registration received in Walvis Bay office
Entity Type Number registered Percentage
Section 21 17 2%
Close Corporation 958 91%
Company 78 7%
Foreign Entities 0 0
Total: 1053 100%
Total registration in Walvis Bay for the FY 2024/25
Total applications received in Ongwediva
Entity Type Number registered Percentage
Section 21 7 2%
Close Corporation 380 98
Company 1 0%
Foreign Entities 0 0%
Total: 388 100%
Total registration in Ongwediva for the FY 2024/25
Business and Intellectual Property Authority 49 ANNUAL REPORT 2024/2025
9.1.7.2. Deregistration, restorations, dissolutions/liquidations carried 9.1.7.4. Company: maintenance/amendment statistics
out during the 2024/25 financial year
During the 2024/25 financial year, BIPA received a total of 7381 applications and
During the 2024/25 financial year, BIPA processed a total of 772 deregistration’s, Processed 6958 applications, achieving a 94% approval rate for Company maintenance
liquidations, and restorations across various business categories. compared to the applications during the period under review.
2023/24 financial year, BIPA experienced a 16% increase in the number of applications
for these services. Company maintenance applications Received Approved % Processed
against receipts
Certificate of consolidation of articles (CM10) 5 5 100%
Matrix of Deregistration’s, 2023/24 2024/25 % Variance
Increase of capital of shares (CM11) 27 18 66%
Dissolutions/Liquidations and
Restorations Registration of a special resolution to approve 38 26 47%
the acquisition of shares (CM14)
Companies Deregistered 143 178 25%
Lodgement of allotment of shares (CM15) 284 189 66%
Close Corporations Deregistered 383 528 38%
Lodgement of allotment of shares (CM16) 14 12 85%
Section 21 Deregistered 5 10 100%
Application for extension of time (CM17) 13 10 76%
Foreign Companies Deregistered 5 4 -20%
Redeeming of redeemable preference shares 13 11 84%
Dissolutions (Liquidations) 124 44 -65%
(CM19)
Restorations 5 8 60%
Registration of special resolution (CM26) 880 859 97%
Total 665 772 16%
Register of directors, officers, auditors, and sec- 5,748 5544 96%
Total Deregistration’s Dissolutions/Liquidations and Restorations for the FY2024/25 retaries (CM29)
Maintenance Financial year-end changes 359 284 79%
9.1.7.3. Close Corporation: Maintenance/Amendment Statistics (CM32)
Total 7381 6958 94%
Maintenance activities for Close Corporations were conducted during the 2024/25
Companies’ maintenance for the FY 2024/25
financial year. It is essential to clarify that voluntary winding up entities is not approved
by BIPA but instead is initiated through the Courts. BIPA’s responsibilities are confined to
9.1.8. Annual Returns and Duties
the manual acknowledgment of receipt for voluntarily wound-up entities and facilitating
their publication in the Government Gazette. Annual returns are a mandatory post-registration requirement for both Companies and
Close Corporations. In accordance with the law, all Companies are obligated to submit
CC maintenance applications Received Approved % Processed against receipts their annual return to BIPA by the end of their financial year or no later than one-month
CC2 Maintenance 8,024 6,912 86% thereafter, accompanied by the applicable fees. Annual duty revenue constitutes one of
Financial Year end Changes (CC9) 129 119 92% the Authority’s primary sources of income.
Restorations (CC3) 9 8 88%
Conversions (CC4) 69 69 100%
Therefore, ensuring compliance with this obligation is essential for BIPA’s financial
sustainability and its ability to effectively fulfil its mandate. Business entities that fail to
Court Orders (CC5) 2 2 100%
meet their annual return and duty obligations are subject to penalties and late fees in
Voluntary winding -up (CC6) 41 41 100%
submissions are made after the statutory due date. These penalties are outlined under
Total Maintenance 8145 7032 86%
Section 181 of the Companies Act, 2004, and Section 26 of the Close Corporations Act,
Close Corporation maintenance for the FY2024/25 1988.
Business and Intellectual Property Authority 50 ANNUAL REPORT 2024/2025
The table below presents a comparison of annual returns received during the 2024/25 9.1.10 Number of Registrars’ Notices issued
financial year, compared with the 2023/24 financial year.
The following Registrar’s Directives (RD)/Notices were issued during the reporting period:
The data reflects a 15% overall increase in annual return submissions during the year
under review. Directive/Notice Title Contents of Directive/Notice
Companies (CM) and Close Number & Date of
Received Received % Movement
Corporations maintenance Issue
2024-2025 2023-2024 FY24/25 vs FY23/24
applications 1. RD – 1 of 2023 Implementation of mandatory Directive introduced the
116,428 (24 July 2024 Beneficial Ownership (BO) requirement to lodge mandatory
Maintenance Annual Returns (CC7) 131,364 12%
information forms with the BO information forms and the
15,080
Maintenance Annual Returns (CM23) 18,518 22% Business and Intellectual Property instances when BO should be
Authority (BIPA) submitted to BIPA.
16,023
Maintenance Annual Returns (CM23B) 19,971 24% 2. RD – 5 of 2024 Administrative sanctions issued All entities with a February 2024
Total applications 169,853 147,531 15% (02 April 2024) to non-compliant companies and financial year-end that have not
close corporations with a February lodged their BO’s have now been
Annual Returns and Duties for the FY 23/24 in comparison with the FY24/25 Year-end in respect of Beneficial added to the Inactive List and are
Ownership lodgement. hereby directed to file with the Reg-
9.1.9 Beneficial Ownership
istrar the Beneficial Ownership In-
Declaration submissions formation within seven (7) working
days from the date of this directive.
Beneficial ownership declarations are filed in compliance with the Amendments to
the Companies and Close Corporations Acts, that took effect on 21 July 2023., These 3. RD – 7 of 2024 Administrative sanctions issued All entities with an April 2024 finan-
amendments require the Registrar of Companies and Close Corporations to collect (03 June 2024) to non-compliant companies and cial year-end that have not lodged
and maintain Beneficial Ownership information for all legal entities, aiming to enhance close corporations with an April their BO’s have now been added. to
transparency in ownership structures. The Authority began collecting this information Year-end in respect of Beneficial the Inactive List and are hereby di-
in Quarter 2 of the 2023- 24 financial year. As of 31 March 2025 , a cumulative total of Ownership lodgement. rected to file with the Registrar the
87,359 beneficial ownership declarations had been submitted, reflecting a compliance Beneficial Ownership Information
rate of 38%. within seven (7) working days from
the date of this directive.
The table below details # Registered # Bo’s Submitted %Per Entity
the cumulative froms Entities Category 4. P -1 of 2024 Bipa’s response to the Namibian This was a response to the Namib-
submitted to BIPA by entity on the time it takes to deregister ian in which Bipa explained the
type: Entity Type
an entity process of deregistration and the
Section 21 3 348 1 217 36%
institutions with which we collabo-
Close Corporation 199 347 72 699 36%
Company 27 396 13 288 48% rate with.
Foreign Entities 427 155 36%
Total: 230 518 87 359 37%
The cumulative number of Beneficial Ownership forms submitted to BIPA per Entity type
Business and Intellectual Property Authority 51 ANNUAL REPORT 2024/2025
• In November 2024, BIPA established a new office in Ongwediva to enhance service
5. PN-13 of 2024 Temporary suspension of BO pen- This was to allow BIPA to revisit
accessibility for business communities across five regions: Oshana, Ohangwena,
(15 Jul 2024) alties and payments the modalities of its sanctions and
Oshikoto, Omusati and Kunene.
penalty enforcement mechanism.
6. PN- 14 of 2024 Update: Temporary suspension of This was an update regarding However, the current legislative framework mandates a paper-based registration
(3 Sept 2024) BO penalties and payments the temporary suspension of BO process, which is increasingly at odds with global technological advancement. This issue
penalties and payments that was is being addressed through the Corporate Law Review Project, which aims, among other
affected on 02 July 2024, that the objectives, to promote the adoption of new technologies, streamline interactions with
suspension remained effect till fur- BIPA, and improve the ease of doing business in Namibia.
ther communication no later than
30 November 2024 The department faces significant staffing challenges, with fewer employees that required
7. PN-18 of 2024 Urgent call for BO compliance for This was an urgent notice to all to effectively manage its operations. This understaffing has implications for productivity,
(01 Oct 2024) immovable property owners immovable property owners in efficiency, service quality, and employee wellbeing. A recent productivity assessment
Namibia, who holds assets in legal confirmed the need for additional resources to manage the growing workload. To
persons to ensure compliance address these issues, the department has restructured its internal streams to improve
with the Beneficial Ownership (BO) responsiveness and reduce turnaround times for the registration’s applications.
Requirements.
8. PN-09 OF 2025 Temporary extension of operating The operating hours were 9.1.12. Strategic projects planned for the new FY2025/26
(26 March 2025) hours- Annual duty penalty waiver extended to ensure ample time
For the 2025/26 financial year, our key strategic initiative will prioritize enhancing regulatory
end of the last few days of the Annual
efficiency and modernization. This includes efforts to improve business compliance
Duty Penalty Programme
with Beneficial Ownership submissions and annual duty payments. Concurrently, the
Corporate Law review project will conduct a comprehensive assessment of the Companies
9.1.11. Operations and strategic challenges during the financial year Act and Close Corporation Act, laying the groundwork for the potential introduction of a
New Companies Bill.
• Current processes remain predominately manual, necessitating enhanced
process optimization and automation to reduce turnaround times for new Furthermore, to fundamentally transform the business registration process, we will
applications. To address this challenge, BIPA has initiated the procurement of prioritize the procurement and implementation of an Integrated Business Registration
an Integrated Business Registry System 9iBRS), which will digitize the registration System (iBRS) ensuring a fully digitized and streamlined experience for all stakeholders.
process, thereby improve operational efficiency and reduce processing items.
Additionally, the department has received seven (7) key processes to identify areas
for improvement. .
Business and Intellectual Property Authority 52 ANNUAL REPORT 2024/2025
INTELLECTUAL PROPERTY
Business and Intellectual Property Authority 53 ANNUAL REPORT 2024/2025
9.2 INTELLECTUAL PROPERTY
9.2.1 Overview
The registration and granting of intellectual property rights (IP rights) in Namibia fall under is also influenced by factors such as market size, business opportunities, level of digital
the mandate of the Intellectual Property Services Department. Beyond its core regulatory transformation, and competitiveness.
functions, the department plays a proactive role in fostering the creation, utilization,
commercialization and safeguarding of IP, while also contributing to the advancement of Trademarks constitute the largest category of Intellectual property (IP) fillings in Namibia.
IP legal frameworks at the domestic, regional and international levels. As of the end of the financial year, the Business Intellectual Property Authority has
recorded a total of 118,727 national trademarks in its registry. Of these, 78,928 are
The department’s key mandates is to provide efficient and effective IP registration and registered, 57,694 have expired, and the remainder are either withdrawn or pending
administration services to clients of the Business and Intellectual property Authority registration. The Intellectual Property Department remains committed to delivering
(BIPA). Additionally, it is committed to raising IP awareness through strategic stakeholder consistent support and maintaining the highest standards of service excellence in IP right
engagement and actively shaping IP policies and legislation across national , regional, and administration. By fostering innovation and contributing to economic growth in Namibia,
global platforms. Namibia continues to attract applicants from across the world through the department strives to effectively execute fulfil our mandate and uphold its role in
regional and international IP systems. Typically, for a country to be designated for IP advancing the country’s IP ecosystem.
protection depends on the interest of the applicant who is filing, but far beyond that, it
9.2.2. National IP Legal framework
Domain National legislation Regional Instrument International Instrument
Intellectual Property Rights Business & Intellectual Property Au- Lusaka Agreement on the Creation of Convention Establishing the World Intellectual Property Organization
thority Act, 2016 (Act 8 of 2016) the African Regional Intellectual Property
Organization (ARIPO)
Industrial Property Rights (Trademarks, Industrial Property Act, 2012 (Act No Banjul Protocol on Marks (ARIPO); Paris Convention for the Protection of Industrial Property (WIPO);
Industrial Designs, Patents, Utility 1 of 2012) Trade-Related Aspects of Intellectual Property Rights (WTO);
Models & Traditional Knowledge & Harare Protocol on Patents and Industrial Madrid Agreement Concerning the International Registration of Marks
Genetic) Designs (ARIPO) (WIPO);
Protocol Relating to the Madrid Agreement Concerning the International
Registration of Marks (WIPO);
Hague Agreement (Geneva Act, 1999) Concerning the International
Registration of Industrial Designs (WIPO);
Patent Cooperation Treaty (WIPO);
Treaty on Intellectual Property, Genetic Resources and Associated
Traditional Knowledge (WIPO)
Copyright and Related Rights Copyright and Neighbouring Rights Swakopmund Protocol on the Protection of Berne Convention (WIPO)
Protection Act, 1994 (Act No. 6 of Traditional Knowledge and Expressions of Trade-Related Aspects of Intellectual Property Rights (WTO)
1994) Folklore (ARIPO)
Business and Intellectual Property Authority 54 ANNUAL REPORT 2024/2025
9.2.3. Namibia’s Membership in Regional and International Bodies
Treaty Signature Instrument In Force
Regional Treaties (ARIPO)
Banjul Protocol Accession: 28 March 2003 1/14/2004
Harare Protocol Accession: 28 March 2003 04/23/2004
Lusaka Agreement 10/14/2003 10/14/2003
Swakopmund Protocol 8/9/2010 5/11/2015
Kampala Protocol 29/08/2024
International Treaties (WIPO)
Beijing Treaty on Audiovisual Performances 6/26/2012
Berne Convention Declaration of Continued Application: September 21, 1993 3/21/1990
Hague Agreement Accession: March 31, 2004 6/30/2004
Madrid Agreement (Marks) Accession: March 31, 2004 6/30/2004
Madrid Protocol Accession: March 31, 2004 6/30/2004
Marrakesh VIP Treaty 8/12/2013
Paris Convention Accession: December 29, 2003 1/1/2004
Patent Cooperation Treaty Accession: October 1, 2003 1/1/2004
WIPO Convention Accession: September 23, 1991 12/23/1991
WIPO Copyright Treaty 12/20/1996
WIPO Performances and Phonograms Treaty 12/20/1996 2002/05/20
Treaty on Intellectual Property, Genetic Resources and Associated Traditional Knowledge Accession: October 29, 2024 29/10/2024
International Treaties (WTO)
Agreement on Trade-Related Aspects of Intellectual Property Rights Agreement 1995-01-01
1995-01-01
Business and Intellectual Property Authority 55 ANNUAL REPORT 2024/2025
9.2.4. Strategic objectives This figure reflects a 2.96% decrease from the previous financial year (2023/2024), which
recorded 2,402 applications
During the reporting period, the department actively pursued its strategic objectives
to strengthen Namibia’s intellectual property (IP) ecosystem and promote corporate BIPA maintains its commitment to delivering efficient, high-quality services to ensure
sustainability. timely processing of applications. Our robust system enables right holders to effectively
protect their intellectual assets and exercise their legal rights when necessary.
Through targeted initiatives, the department focused on achieving the following key
outcomes: : The applications performance breakdown is as follows:
• Established a Robust IP Framework: developing effective, balance, and forward-
looking policies, legal structures and institutional mechanisms to safeguard IP Domain National PCT/Harare Banjul Madrid Hague Total
rights Patents 17 458 - - - 475
Trademarks 854 - 404 415 - 1673
• Modernizing IP Administration: Enhancing service delivery through digital
transformation and streamed lined processes to ensure efficient IP rights Copyrights 63 - - - - 63
protection. Industrial Designs 19 26 - - 66 111
Utility Model 3 6 - - - 9
• Building an IP Conscious Society: Promoting awareness through targeted
Total 956 490 404 415 66 2331
education, stakeholder engagement, and integration of IP principles into
business practices and academic curricula.
IP Application FY 2023/2024 v 2024/2025
• Strengthening Partnerships: Leveraging strategic collaborations with key
stakeholders to advance Namibian’s national IP agenda.
• Elevating Namibia’s Global IP standing: actively participating in international 2024/2025 2331
negotiations and facilitating accession to key IP treaties to align with global best
practices.
Ensuring Financial Sustainability: Implementing measures to enhance long term 2023/2024 2402
financial resilience and operational efficiency.
2280 2300 2320 2340 2360 2380 2400 2420
9.2.5. Applications, Registrations, and Rejections
The Intellectual Property Services (IPS) Department fulfils its core mandate by receiving, 9.2.6. IP Applications Distribution
examining and adjudicating applications for Intellectual property rights. During the During the reporting period BIPA received 2,331 IP rights applications, revealing an
reporting period, BIPA processed 2,331 new IP applications across all categories, important distribution pattern: 59% were filed through regional and international routes,
including patents, copyrights, utility models, trademarks, and industrial designs. while only 41% utilized the national route. This disparity highlights two key trends:
- Namibia’s growing attractiveness to foreign entities seeking IP protection.
Business and Intellectual Property Authority 56 ANNUAL REPORT 2024/2025
Persistent underutilization of the national system by domestic applicants. Analysis of BIPA will monitor these initiatives closely, with particular attention to their impact on
Application Trends national application rates in future reporting periods.
The strong regional and international application volume demonstrates:
IP Application Distribution
• Confidence in Namibia’s IP protection framework
International
21%
• Effective integration with multilateral IP systems
National
• Growing recognition of Namibia’s market potential 41%
Conversely, the relatively low national filling suggest potential challenges including
• Limited public awareness of IP rights and their commercial value
Regional
• Perceived complexity in the national registration process 38%
• Insufficient understanding of IP roles in business growth
Strategic interventions 9.2.7. Applications distribution per IP domain
BIPA has implemented a multi-pronged approach to address this imbalance: During the reporting period, BIPA received a total of 2331 IP rights distributed across
various IP domains as follows:
• Nationwide awareness campaigns targeting SME’s and entrepreneurs
• Educational programs in academic and professional institutions Trademarks dominated the application portfolio representing 72% of total fillings 1,678
applications, a 2% increase from the previous financial year demonstrating continued
• Streamlined application process for national fillings strong brand protection activity.
• Enhanced stakeholder engagement initiatives
Patents counted for 20% of total applications 466 fillings applications , a decrease of
2% from the previous financial year, suggesting potential challenges in technological
While these efforts have yet to yield significant increases in national applications, innovation protection. Other IP categories comprised the remaining 8% (187 applications)
BIPA remains committed to strengthening IP literacy nationwide, developing targeted including copyrights, utility models, and industrial designs.
support programs for local innovator, fostering partnerships with business development
organisations and continuously improving services delivery for national applicants.
Business and Intellectual Property Authority 57 ANNUAL REPORT 2024/2025
Patents Filing route
IP Domain Distribution
During the financial year, the majority of the 475 patent applications were received
Utility Model through international routes, while 17 applications were submitted via the national
route. This distribution highlights strong interest from international applicants, alongside
Industrial Design 111 continued engagement from domestic entities seeking IP protection within Namibia.
Copyright 63
Patent Filing Route 24/25
Trademark 1673
Regional [ARIPO] 475
Patents
0 200 400 600 800 1000 1200 1400 1600 1800
National 17
9.2.8. Patent applications year on year comparisons
0 50 100 150 200 250 300 350 400 450 500
The 2024/2025 financial year saw a modest decline in patent applications, with 475 fillings
recorded representing a 1% decrease compared to the previous year. While this dip is
relatively minor, it underscored to the need to assess underlying factors and reinforce 9.2.9. Trademarks applications year on year comparisons
strategies to stimulate innovation and patent actively in Namibia. .
During the financial year 2024/2025, the office received a total of 1673 applications.
This represents a 2% decrease in applications compared to the previous financial year.
Patent Applications 2024/2025 & 2023/2024
Applications 2023/2024 & 2024/2025
2024/2025 475 2024/2025 1673
2023/2024
481 1699
2023/2024
472 473 474 475 476 477 479 480 481
1660 1665 1670 1675 1680 1685 1690 1695 1700
Business and Intellectual Property Authority 58 ANNUAL REPORT 2024/2025
9.2.9.1. Trademarks Filing route 9.2.10.1. Industrial Designs Filing route
During the 2024/2025 financial year, a total of 1,673 trademark applications were A total of 111 Industrial Design applications were received. Of these, 66 were filed
received. The majority of these applications, accounting for 51%, were submitted via the internationally, 26 were submitted via the regional filing route, and 19 were processed
national filing route. In contrast, 24% and 25% of the applications were filed through the through the national route.
regional and international routes, respectively.
Trademark Filing Route 2024/2025 Industrial Design Route 2024/2025
International, 15 National
25% 17%
International
60%
Regional
National, 854, 51% 23%
Regional, 404, 24%
9.2.10. Industrial Designs applications year on year comparisons
A total of 111 applications for Industrial Designs were received during this financial year, Utility model
representing a decrease of 12% from the previous financial year.
During the reporting period, BIPA received a total of 92 applications for utility models,
Design Application 2024-2025 & 2023-2024 comprising 26 regional and 66 international submissions.
Notably, only 19 applications were filed through the national route, highlighting the
relatively low domestic interest in securing utility model protection within the Namibian
2024/2025
111 market. It is worth emphasizing that, to date, there are no established international
frameworks for the registration of utility models.
2023/2024
100 105 110 115 120 125 130
Business and Intellectual Property Authority 59 ANNUAL REPORT 2024/2025
Copyright compared to the previous financial year, underscoring a heightened emphasis on brand
protection and recognition among individuals and businesses in Namibia. Trademarks
During the reporting period, BIPA received a total of 63 copyright applications, marking a serve as a critical tool in establishing and safeguarding the identity, reputation, and
notable decline compared to the 94 applications recorded in the previous financial year. distinctiveness of products and services in the marketplace.
This downward trend raises concerns regarding the protection of creative works at the
national level. The significant proportion of trademark registrations reflects the growing recognition of
the value of IP assets and the importance of securing exclusive rights to brands in an
increasingly competitive economic environment. Additionally, this trend highlights the
IP Bulletin Publications effectiveness of the Business and Intellectual Property Authority (BIPA) in streamlining
the registration process and promoting the strategic advantages of trademark protection.
A total of 824 intellectual property (IP) rights applications were published in the IP Bulletin
across various IP domains. Trademarks dominated the applications, accounting for 99%
of the total, while the remaining 1% was distributed among other IP domains, including
patents, utility models, and industrial designs.
IP Application FY 2023/2024 v 2024/2025
Publication Per IP Domain
800 812 600
500 200
0 11 1 0
300 COPYRIGHTS TRADEMARKS PATENTS INDUSTRIAL DESIGN UTILITY MODEL
100 11 1 0
TRADEMARKS PATENTS UTILITY MODEL INDUSTRIAL DESIGN
9.2.12. Projects undertaken by the Intellectual Property Services (IPS)
Department during 2024/25
9.2.11. Registration of Intellectual Property BIPA has undertaken several projects during the financial Year 2024/25 to enhance the
intellectual property landscape. The following progress was made on these projects:
During the reporting period, a total of 1,097 intellectual property (IP) rights were registered,
with trademarks comprising 99% of the total registrations. This represents a 9% increase
Business and Intellectual Property Authority 60 ANNUAL REPORT 2024/2025
Intellectual Property Regulatory Frameworks i. During the reporting period , Management submitted the four WIPO Copyright
Treaties to the Office of the Attorney General (AG) for constitutional scrutiny
Development of the Copyright Bill and advice.
In accordance with Section 5(1)(j) of the BIPA Act, management has developed a new
ii. To date, feedback from the Office of the AG remains pending, and the Line
Copyright Bill to address the legal gaps in the current Copyright and Neighboring Rights
Ministry will continue to engage and follow-up to ensure progress in the
Protection Act, 1994. This initiative involves a comprehensive review and update of
ratification process.
the current legislation to align with international best practices and better support the
evolving creative industry. Its primary objective is to modernize Namibia’s copyright
The National Intellectual Property Policy Strategy (NIPPS)
framework , ensuring it reflects the realities of the digital era which has introduced new
opportunities and challenges not foreseen under the existing Act. This project is critical The National Intellectual Property Policy and Strategy (NIPPS), adopted in October 2019
for strengthening Namibia’s intellectual property (IP) landscape, fostering innovation for implementation over the 2019–2024 period, comprises of 14 objectives and 92
and creativity, and ensuring that creators’ rights are adequately protected in a modern, strategies. The 2024/25 Financial Year marked a critical phase, focusing on assessing the
globally connected economy. implementation progress and determining the policy’s future direction. Below are the
progress updates for this initiative:
Progress During the reporting period:
i. Completion of the Policy Implementation and Impact Assessment Report.
i. The Copyright Bill was submitted to the Cabinet Committee on Legislation (CCL). ii. Management developed a proposal outlining the way forward for the current
Feedback from CCL is still pending. IP policy
i. A local consultant was appointed to study the creative industry’s contribution
Copyright Treaties
to the country’s GDP.
This project focuses on ratifying the four WIPO Copyright Treaties, namely: ii. An inception meeting was held with the Namibia Training Authority (NTA) on
the potential integration of IP into the school curriculum.
i. Beijing Treaty on Audio-visual Performances.
iii. Following the meeting, Management developed a proposal to incorporate IP
ii. WIPO Copyright Treaty (WCT). into the Namibian Education Curriculum.
i. A Monitoring and Evaluation Tool was developed by the appointed consultant,
iii. WIPO Performances and Phonograms Treaty (WPPT) and
and adopted by the National Technical Committee and representatives .
iv. The Marrakesh Treaty to Facilitate Access to Published Works for ii. The Policy Implementation Report, was finalized by Management and validated
Persons who are Persons who are Blind/Visually Impaired. by the Technical Committee and Creative Industry representatives at the
second validation workshop held on 3 December 2024.
Additionally, the project aimed to modernize Namibia’s copyright laws, strengthen
iii. The Assessment Report was approved by BIPA’s Board and submitted to the
protection for creators in the digital era, and enhanced accessibility for persons
Line Ministry with a request for a policy extension, currently awaiting feedback.
with visual impairments. The ratification of these treaties is key to advancing
Namibia’s IP framework, fostering innovation, and supporting the growth of the iv. An abridged Impact Assessment Report, highlighting the policy’s effect on
creative economy. employment and livelihoods, was completed and submitted for approval.
Business and Intellectual Property Authority 61 ANNUAL REPORT 2024/2025
9.2.13. Continuous contribution and participation towards the 9.2.13.1.1.3. BIPA Mediation Centre (BIPA-MC)
national agenda
Throughout the financial year, our office implemented several IP impact programs Management has formally approved the operational framework and regulations for
designed to cultivate a favorable and conducive IP landscape in Namibia. These strategic the for the BIPA-Mediation Centre. The BIPA-MC online case-filing platform has been
initiatives included: successfully developed and is now fully operational. Although no mediation cases have
been filed to date, extensive awareness and outreach activities are actively underway to
9.2.13.1. Enforcement Framework promote this service.
The project focuses on strengthening the enforcement of Intellectual Property Rights Additionally, 18 mediators have successfully completed the WIPO-led online capacity-
(IPRs) to ensure Namibia’s IP laws effectively fulfil their fundamental purpose of building program. A dedicated BIPA-MC section has been established on the BIPA
encouraging innovation while protecting creators and innovators. The main objective of website to enhance accessibility. The Official launch of the BIPA Mediation Centre took
the framework is to establish efficient, accessible and effective enforcement mechanisms. place on 03 October 2024. The event marked a significant milestone in advancing
Secondly, the frameworks provides dispute resolution options through mediation and mediation services within the IP ecosystem.
the IP Tribunal. Thirdly, the framework enhances confidence in the Namibia IP system
to foster greater innovation and creativity. Lastly, the framework contributes to a more 9.2.13.1.1.4. Enforcement framework
robust and trustworthy IP ecosystem in Namibia.
Throughout the year, Management actively collaborated with the Namibian Police Force
(NAMPOL) to enhance the investigation and enforcement of intellectual property (IP)
During the financial Year, Management executed several strategic initiatives under the
rights. A central element of this initiative was the integration of IP training into the police
Enforcement Framework, which included administration of the IP Tribunal, Collaboration
training curriculum. To solidify this partnership, a Memorandum of Understanding (MoU)
with Enforcement Agencies, and the establishment of the BIPA Mediation Centre. Below
was established between both entities. Further supporting capacity building efforts,
are the key progress updates:
Management provided also provided NAMPOL with a digital copy of the Training Manual
on Investigating and Prosecuting IP Crimes in Namibia for printing and distribution at the
9.2.13.1.1. Industrial Property Tribunal Police College.
Management has submitted a formal proposal to the Ministry of Industrialization and
Trade for the appointment of IP Tribunal members, in compliance with section 215(2) of
9.2.13.1.1.5. The Knowledge-Based Economy Concept (KBE)
the Industrial Property Act. This submission is currently under review for approval. An
During the financial year, BIPA implemented a key strategic initiative in alignment with
inception meeting with the Ministry staff members was held on 26 November 2024,and
Section 2(a) of the BIPA Act, which underscores the mandate to foster economic growth
a comprehensive three-day workshop took place from 5–7 February 2025 covering IP
and development. The Knowledge Based Economic (KBE) initiative was designed to
fundamentals and the IP Tribunal rules.
establish BIPA as a catalyst for innovation, entrepreneurship, and commercialization of
in Namibia.
9.2.13.1.2. IP Tribunal & Trademark Opposition Cases
This project aspires to cultivate a robust, innovation-driven economy where IP is
At present sixteen trademark oppositions cases remain pending before the Registrar,
strategically leveraged to advance economic progress. By transforming the role of IP
with an additional three cases under review by the IP Tribunal. A detailed report on the
from mare legal protection to vital economic instrument for national development, it
proceedings before the Tribunal and trademark oppositions is attached.
represents a significant evolution in the IP landscape.
Business and Intellectual Property Authority 62 ANNUAL REPORT 2024/2025
Key milestones achieved include the development and Board approval of the KBE Namibia was represented at the Cross-Regional Forum on Intellectual Property and
Concept Paper on 31 May 2023, its internal launch on 02 August 2024, submission to the Women’s Entrepreneurship in Kingston, Jamaica, from 5–6 December 2024, by three
Line Ministry on 26 September 2024, and the successful hosting of a New Year Kick-Off top-performing beneficiaries and BIPA Board Member Ms. Nancy Watyoka. During the
Meeting with KBE Activators on 20 February 2025 to strategize and implement activities forum, they presented insights on intellectual property challenges and solutions for
for the upcoming financial year. women entrepreneurs.
9.2.13.1.1.5 IP for EntreprenHer (IP 4 HER) Programme 9.2.14. IP Service Fees Review
The IP 4 EntreprenHer program is a key initiative designed to empower women
The project is centered on revising the fee structure under the Industrial Property (IP)
entrepreneurs in Namibia by equipping them with the tools to leveraged their
Regulations and implementing a comprehensive multimedia IP awareness campaign. Its
intellectual property (IP) assets for businesses growth and competitiveness in the
overarching goals are to enhance service delivery and elevate public understanding of
marketplace. Following the successful implementation of the pilot project, ‘Namibian
the significance of IP protection. Key objectives include simplifying the fee structure
Women Entrepreneurs: From Generation to Commercialization of IP Assets’ was formally
for industrial property rights registration and ensuring the system is more aligned with
transitioned to the Ministry of Gender Equality, Poverty Eradication, and Social Welfare
customer needs.
and integrated into the national EntreprenHer program.
This strategic evolution seeks to provide women entrepreneurs with critical IP knowledge, During the Financial Year, the following were achieved:
mentorship opportunities, and access to funding, enabling them to effectively protect Management formulated draft amendments to the Industrial Property Regulations,
and commercialize their innovations. By fostering diversity within the IP ecosystem and proposing a streamlined, single-fee structure by consolidating basic service fees to
promoting inclusive economic development, the initiative plays a vital role in driving enhance efficiency and simplicity. To initiate the amendment process, Management
sustainable growth and empowerment across Namibia. conducted a series of stakeholder consultations aimed at raising awareness about the
proposed changes. These consultations were held in Walvis Bay, Rundu, Windhoek, and
Below are the Key achievements for this initiative for the financial year: Oshakati.
i. An inception meeting convened between BIPA and the Ministry of Gender
Furthermore, radio and television interviews were conducted to foster public engagement
Equality, Poverty Eradication, and Social Welfare was held to deliberate on the
and ensure broad dissemination of information. Management also prepared a Cabinet
methodology and strategic roadmap for transitioning the project into a national
Memorandum to advance the proposed amendments through the appropriate
program
channels. To strengthen intellectual property (IP) awareness, Management produced
ii. Subsequent follow-up meetings were conducted to refine and formally adopt two educational videos in English, highlighting the significance of trademark registration
the Concept Document, which will guide the program’s future implementation. and the strategic advantages of leveraging trademarks to gain a competitive edge in the
market. In pursuit of broader outreach and inclusivity, the videos were translated into
iii. A Funding Model was developed and submitted to the Ministry for review, with three Namibian languages to ensure wider accessibility and engagement across diverse
the final version anticipated to be completed in the upcoming reporting period communities.
Business and Intellectual Property Authority 63 ANNUAL REPORT 2024/2025
9.2.15. National Positions on new Plant Variety Protection
& Geographical Indications
This project is dedicated to defining Namibia’s national stance on the protection of New Plant
Varieties (PVP) and Geographical Indications (GIs). Its primary objectives encompass the
development of comprehensive position papers and cabinet memoranda. Central to enhancing
intellectual property (IP) protection in Namibia, this initiative aims to foster agricultural innovation
and drive economic growth by securing international recognition for local products.
During the financial year, significant milestones were accomplished, including the endorsement
of the GI and PVP Position Papers by the Minister of Industrialization and Trade, as well as the
submission of the draft Cabinet Memorandum—which integrates both Position Papers—to the
By ratifying the Kampala Line Ministry for potential presentation to the Cabinet.
Protocol, Namibia 9.2.16. Kampala Protocol
has demonstrated its The project centered on Namibia’s ratification of the Kampala Protocol, which promotes the
dedication to strengthening
voluntary registration of copyrights and related rights. A key milestone of the initiative was Namibia
becoming the first among the 22 member states of the African Regional Intellectual Property
intellectual property rights, Organization (ARIPO) to ratify the Kampala Protocol on the voluntary registration of Copyright and
Related Rights.
aligning with international
This landmark achievement underscores Namibia’s steadfast commitment to fostering a
standards. dynamic and innovative business environment. By ratifying the Kampala Protocol, Namibia
has demonstrated its dedication to strengthening intellectual property rights, aligning with
international standards. This step also reflects the country’s progressive approach to economic
development, acknowledging the pivotal role of creativity and innovation in driving sustainable
growth and advancement.
9.2.17. Genetic Resources and Associated Traditional Knowledge
Namibia, represented by the Business and Intellectual Property Authority (BIPA), played an
active role in the negotiations at the WIPO Diplomatic Conference, which sought to establish an
international legal instrument addressing Intellectual Property, Genetic Resources, and Traditional
Knowledge associated with Genetic Resources.
Business and Intellectual Property Authority 64 ANNUAL REPORT 2024/2025
This initiative was driven by the objectives of ensuring equitable benefit-sharing from the While BIPA has made significant progress in raising IP awareness among the Namibian
utilization of genetic resources, safeguarding the rights of indigenous communities, and public through mass media and social networks during the reporting period, outreach
reinforcing Namibia’s influence in shaping global intellectual property (IP) frameworks. to rural areas remains insufficient. This highlights the need for expanded IP education
Furthermore, this endeavor bolsters legal protections for Namibia’s natural and cultural campaigns in these regions Through the implementation of its strategic plan, BIPA
heritage while fostering a more inclusive international IP system. During the financial aims to attract new clients seeking IP services, strengthen relationships with existing
year, significant progress was made, including the development and submission of a clients, and deliver innovative solutions to meet their IP needs. The plan underscores
Cabinet Memorandum, which was subsequently approved, culminating in Namibia’s the importance of continuous improvement and operational efficiency in providing high-
formal ratification of the treaty. quality IP services.
9.2.18. Accelerate digital transformation IP automation 9.2.20. Future and Recommendations:
This project aims to facilitate a seamless transition to IPAS 4.0, ensure data integrity, During the financial year 2025/2026, under the IP mandate, BIPA will focus on the
and optimize workflow efficiency. Its primary objective is to modernize and automate following initiatives in delivering the IP Business Strategy:
intellectual property (IP) processes, enhancing system performance and reinforcing
Namibia’s IP ecosystem by improving service delivery, expanding accessibility, and
aligning with global best practices. During the financial year, Management prioritized The development of NIPPS 2.0 Copyright and Related Bill
advancing digital transformation through IP automation, which included automating
Management will engage Parliament in the next
industrial design administration on IPAS, preparing for the upgrade to IPAS 4.0, and quarter to agree on a suitable date to host a one-
BIPA will undertake drafting a project
collaborating with WIPO to develop an online copyright application system. day workshop on the Bill, preferably during quarter
plan for the development of the second
(Q2) of FY25/26.
National IP Policy and commence the
9.2.19. Challenges The session is intended to familiarize new Members
process of procuring a consultant for
with the background, objectives, and key provisions
the project.
of the Bill, thereby facilitating smoother discussions
During the financial Year, BIPA encountered the following challenges: once the Bill is tabled in Parliament.
Delays in the Appointment of IP Tribunal Members: The postponement in appointing Revenue Growth Plan Automation
members to the IP Tribunal hindered its operationalization and delayed the resolution Increase the visibility of the BIPA-MC online filing
During the Financial year BIPA will
of pending cases. Delays in the Copyright Legislative Process: The Copyright Draft Bill platform.
continue to implement the Revenue
experienced delays in its review by the Cabinet Committee on Legislation (CCL).The Installation of IPAS 4, Installation of Copyright
Growth Plan
consideration of the four WIPO Copyright Treaties, which are pending before the Office System.
of the Attorney General, was also delayed.
Business and Intellectual Property Authority 65 ANNUAL REPORT 2024/2025
INFORMATION AND
COMMUNICATION TECHNOLOGY
Business and Intellectual Property Authority 66 ANNUAL REPORT 2024/2025
9.3. INFORMATION AND COMMUNICATION TECHNOLOGY
9.3.1. Overview
The Information Communication Technology (ICT) Department is tasked with designing,
acquiring, implementing, and maintaining the ICT infrastructure and applications
essential for operational and business support, delivering significant value to both BIPA’s
employees and clients. The department is structured into the following divisions:
Networks, Infrastructure, and Security Division: This division oversees network
administration, including the installation, maintenance, and upgrading of the corporate
computer network, wide area network, and internet connectivity. It is also responsible
for systems administration, ensuring the reliable operation, availability, and capacity
of computer hardware, software, servers, and workstations. Additionally, the division
manages security administration, safeguarding all data systems, networks, and
infrastructure.
Information Systems Division: This division handles business analysis, which includes
managing business requirements, identifying solutions, optimizing business processes,
and leveraging business intelligence. It also oversees software engineering, encompassing System, manual filing and tracking, records maintenance, and data sale activities.
the design, development, configuration, testing, and maintenance of business processes, It ensures the efficient handling, preservation, and accessibility of all documents and
applications, data systems, and the corporate website. Furthermore, the division manages records related to business operations and intellectual property (IP) registration.
the helpdesk, which serves as the primary point of contact for all data network users
within the organization. The helpdesk is responsible for service request management, 9.3.2. Networks, Infrastructure and Security Division
incident resolution, and problem management.
The Division is tasked with developing, enhancing, communicating, reporting and
The E-PMO division: Oversees the management of programs and projects across overseeing the ICT infrastructure, networks and security frameworks, associated tools,
the organization. It ensures alignment with the enterprise strategy by coordinating all and processes. Its core functions include:
initiatives within the investment portfolio. The division is responsible for the end-to-end • Infrastructure setup and management.
lifecycle of programs and projects, including initiation, planning, execution, control, and • Data Center management.
closure, followed by a comprehensive post-implementation review to assess outcomes • Network setup and management.
and drive continuous improvement. • Systems administration, policies, and protocols.
• Information Security management.
The Records and Archive Management Division: This division is tasked with the • Disaster recovery and risk management.
systematic management of archival and retrieval processes, the Records Management • End user device support.
Business and Intellectual Property Authority 67 ANNUAL REPORT 2024/2025
9.3.3. Infrastructure projects undertaken 2024/25
The table below indicates the infrastructure project undertaken during the 2024/2025
Project
Budget (N$) Deliverables Timeline Status Impact on organisation
Title
1 Disaster Recovery (DR) site 500 000 DR Site Commissioned 01 April 2025 - Completed Fit for purpose DR site.
migration to a new site. 30 March 2025
2 Server infrastructure upgrade 600 000 Server infrastructure upgrade 01 April 2025 - Completed Ensuring server/infrastructure environment meets current
30 March 2025 and future performance, availability, and scalability demands.
3 DR Replication 230 000 Production to disaster recovery site 01 April 2025 - Completed Minimizes downtime and data loss, safeguarding revenues
data synchronization implemented. 30 March 2025 and customer trust by ensuring quick resumption of critical
business operations during a disaster.
4 Webserver hardware replacement 500 000 Replace obsolete hardware 01 April 2025 - Completed Ensure website hardware meets current and future
30 March 2025 performance, availability, and scalability demands.
5 Implement offline and online backup 600 000 Offline backup solution 01 April 2025 - Completed A secure and reliable method of backing up critical data that
solution implemented. 30 March 2025 is disconnected from the internet or live networks has been
created.
9.3.4. Planned projects for new FY2025/26 The key roles and impacts of the Applications and Systems Division include: Strategic
Alignment: Ensuring IT initiatives are closely aligned with the organization’s strategic
• Email security implementation. goals to drive business success. Resource Management: Allocating and managing
• DR site MPLS Line upgrade. IT financial resources effectively to meet current and future needs within budget
• Implement Firewall upgrade. constraints. User Support: Delivering first-line technical support to resolve issues
• Cloud PABX solution implementation. promptly and maintain productivity. Incident and Service Management: Overseeing
general incident resolution and service delivery to ensure minimal disruption. System
9.3.5. Information Systems Division Maintenance: Providing ongoing support and maintenance for existing software
systems to ensure optimal performance. Database Reliability: Ensuring the reliability
The division oversees the efficient and effective management of the organizations
and availability of system databases to safeguard critical data Process Automation:
Information system (IS) including associated applications, databases, and software.
Implementing automation solutions to reduce manual effort, enhance accuracy, and
Information Systems are integral to modern organizations, enabling seamless information
improve efficiency. User Empowerment: Offering training and resources to enable
flow, supporting informed decision-making, and driving operational efficiency.
users to maximize the potential of IT systems effectively.
Business and Intellectual Property Authority 68 ANNUAL REPORT 2024/2025
9.3.6. Information systems projects undertaken 2024/25
Project
Budget (N$) Deliverables Timeline Status Impact on organisation
Title
ICRS Correction forms Deployed
Meeting User Expectation
BO Notification – SMS & Email 01 April 2024
1 System Improvements N/A Internal Statistics Excel Report Delivery - Completed
Automated Process without human intervention
SME API Integration Developed 31 March 2025
BO Access to Competent Authority
01 April 2024 Meeting User Expectation
Various External Services provided
2 N/A - Completed
Improvements WhatsApp ChatBot
31 March 2025 Automated Process without human intervention
Website complaint page
17 June 2020
Deliver Sage X3 application. ERP Sage X3 will streamline BIPA’s financial
3 ERP 4 791 626 - Completed
operations by automating processes
31 March 2025
9.3.7. Planned projects for new FY2025/26
For the fiscal year 2025/26, our strategic initiatives will prioritize the substantial to streamline user experience and internal workflows. Additionally, a pivotal initiative to
enhancement of digital service delivery and operational efficiency. Key projects include assess and define Business Registry Data Completeness will be undertaken to ensure
the deployment of the Online Business Registration System (iBRS) and the Online the accuracy, integrity, and usability of our core registries. These efforts collectively aim
Intellectual Property Administration System 4.0, as well as a comprehensive upgrade to drive innovation, improve service quality, and support organizational effectiveness.
of the Web-ICRS Online Name Reservation platform. In parallel, we will implement
enhancements to Client Management Services and the Interim Business Registry System
Business and Intellectual Property Authority 69 ANNUAL REPORT 2024/2025
RECORDS AND ARCHIVE
MANAGEMENT DIVISION
Business and Intellectual Property Authority 70 ANNUAL REPORT 2024/2025
9.4. RECORDS AND ARCHIVE MANAGEMENT DIVISION
9.4.1. Overview
The Records and Archive Management Division is entrusted with the comprehensive During the 2024–2025 financial year, a total of 19,403 files were issued/ available upon
oversight of BIPA’s records, encompassing their capture, scanning, administration, request.
management, and maintenance. The Division ensures the secure storage of all entity
files related to business and intellectual property (IP) registrations, guaranteeing efficient This data highlights continued and significant utilisation of archived records by both
management, easy accessibility, and full compliance with legal and regulatory standards. internal and external users.
In addition to its custodial responsibilities, the Division handles all data requests 9.4.4. Statistics on the annual duties/loose forms project
(Data Sales) in accordance with Section 8 of the Company Act, 2004, and Section 5 of
the Corporations Act, 1988. Its core functions include archiving and retrieval, records The Annual Duties / CM Forms Scanning Project, initiated in April 2024, has made
management systems, manual filing and tracking, records maintenance, electronic substantial progress. The status is as follows:
records solutions, warehouse administration, and data sales.
9.4.2. Number of physical entities files on the archive
As of the end of the 2024–2025 financial year, BIPA has securely archived a total Annual Duties Scanning Project
of 317,721 entity files at the Document Warehouse (TDW). These files encompass
both business registrations and intellectual property records, reflecting BIPA’s
unwavering commitment to systematic archival and document management practices.
299095
9.4.3. Statistics on number of files requested 199740
(internal and external request)
83424
Files Issued
Accessible on M-FILES Scanned but pending Forms yet to be scanned
verification
10305
9098 This marks a substantial milestone in digitization and document accessibility efforts, with
over 498,835 forms successfully digitized and progressing through various stages of
integration.
External Request Internal Request
Total number of issued files/ available upon request FY2024/2025
Business and Intellectual Property Authority 71 ANNUAL REPORT 2024/2025
9.4.5. Statistics on the scanning of the approved Beneficial Ownerships 9.4.7. Planned projects/ initiatives for the FY2025-26
(BO’s)
The strategic priorities for FY2025-26 focus on strengthening our ICT capabilities and
Under the waiver program, the Records and Archives Division, supported by graduate data foundation. Key initiatives include formulating a dedicated ICT revenue growth
interns, was entrusted with the digitization of all approved Beneficial Ownerships (BOs), strategy to identify and capitalize on new income streams, conducting a thorough review
including those received through routine operations. As of the conclusion of the financial of the data management framework to ensure alignment with organizational objectives,
year: and enhancing operational efficiency across divisions.
Additionally, data-centric efforts will involve developing a robust data quality matrix to
monitor and ensure data integrity, digitizing newly approved entity files to streamline
processes and improve accessibility, and establishing a comprehensive data governance
BO Scanning policy to standardize data management practices organisation-wide.
44142
23924
Approved BO Recieved BO Scanned & on M-Files
The strategic priorities
for FY2025-26 focus on
Statistics on the Beneficial Ownership Project- Number of approved BO scanned strengthening our ICT
This continued initiative demonstrates BIPA’s dedication to improving transparency and capabilities and data
access to records through the digitization of critical information. foundation.
9.4.6. Statistics on number of files in circulation upon request
A total number of 2,623 files were in circulation upon request.
Business and Intellectual Property Authority 72 ANNUAL REPORT 2024/2025
HUMAN CAPITAL MANAGEMENT
Business and Intellectual Property Authority 73 ANNUAL REPORT 2024/2025
9.5. HUMAN CAPITAL MANAGEMENT
9.5.1 Overview
BIPA’s workforce remains a pivotal driver of its strategic success, consistently fostering 9.5.2. Affirmative Action Employment Profile
innovation, service excellence, and institutional growth. Throughout the 2024/2025
reporting period, the Corporate Service Department prioritized the enhancement of Workforce Composition
talent management, the promotion of diversity and inclusion, and the strengthening of
employee engagement. Leveraging the Balanced Scorecard framework, the department The period under review, BIPA maintained a workforce of 182 employees, as outlined in
implemented a range of initiatives aimed at bolstering organizational capacity and Table 1. The Authority demonstrated strong alignment with national employment equity
cultivating a positive workplace culture. Key actions included the recruitment of critical objectives, with 99% of its staff representing designated groups as per the Affirmative
roles, the introduction of internal engagement programs to enhance communication Action (Employment) Act.
and accountability, and significant investments in training and leadership development.
Additionally, the Authority maintained a strong commitment to advancing inclusive Notably, 1% of the workforce comprised non-Namibian employees, underscoring BIPA’s
employment practices and workforce diversity, ensuring alignment with national dedication to fostering local talent while maintaining a commitment to diversity and
employment equity objectives. inclusion.
Gender Representation
Female representation stands at 64%, while male representation stands at 36%.
Persons with dis-
Racially disadvantaged Racially advantaged Non-Namibian(s) Total
Job Category abilities
Men Women Men Women Men Women Men Women Men Women
Executive Directors (F- Band) - - - - - - - - - -
Senior Management (E – Band) 3 3 - - - - - - 3 3
Middle Management (D- Band) 8 25 - - - 1 1 - 9 26
Specialized/skilled/Senior Supervisory (C4 – C5) 3 5 - - - - - - 3 5
Skilled (C1 – C3) 12 30 - - 1 - - - 13 30
Semi-Skilled (B- Band) 6 19 - - - - - - 6 19
Unskilled (A- Band) 1 3 - - - - - - 1 3
Total permanent 33 85 - - 1 1 1 - 35 86
Casual 30 31 - - - - - - 30 31
Total 63 116 - - 1 1 1 - 65 117
AA Statistics Report 01 April 2024 – 31 March 2025
Business and Intellectual Property Authority 74 ANNUAL REPORT 2024/2025
9.5.3. Financial sustainability
The annual labour turnover rate for the year under review was recorded at 5.44%,
Wage bill marking a slight decline from the previous year’s rate of 7.60%. This reduction reflects
the organization’s strengthened efforts in enhancing employee retention. For a
For the financial year 2024/2025, BIPA allocated N$78,340,114.72 toward salaries, which comprehensive overview of labour turnover trends over the past years, please refer to
is below the budgeted amount of N$84,532,463.72. This variance is primarily attributed the table below.
to vacant positions within the organization that were budgeted and planned for but
remain unfilled as the recruitment process is still underway. Key positions currently
Labour
vacant include the Chief Executive Officer, Executive: Legal and Secretarial Services, and Recruit- Turnover
Period # Opening Termination # Closing
Manager: Recruitment and Remuneration. ment
%
9.5.4. Operational excellence
April 2017 -Mar 2018 75 21 3 93 2.47%
Attract, develop and retain talent April 2018 -Mar 2019 93 12 8 97 5.65%
The department successfully managed multiple recruitment and selection processes to
April 2019 -Mar 2020 97 3 6 94 4.17%
ensure the Authority is well-equipped to fulfil its mandate. As of 31 March 2025, BIPA’s
workforce comprised 182 employees, including 121 permanent staff and 61 temporary April 2020 -Mar 2021 94 13 4 103 2.75%
employees, including those on fixed-term contracts. April 2021 -Mar 2022 103 14 2 115 1.25%
Age Analysis April 2022 -Mar 2023 115 8 7 116 4.05%
April 2023 - March 2024 116 14 9 121 7.60%
The average age range of BIPA employees is 29-44 years. 59% of BIPA workforce April 2024 – March 2025 121 10 9 122 5.44%
composed of millennials, 16% are Gen X and 25% are Gex Z, with one individual from
Generation X. BIPA progressive labour turnover statistics (2017 – 2025)
Generations EXCO Permanent Temporary Graduates
Total
%
9.5.5. Review and update relevant HR policies
Headcount
Gen Z ç=28 - 4 7 34 45 25% During the review period, the department conducted stakeholder workshops on HR
Millennials 29-44 2 86 2 18 108 59% policies, resulting in five (5) policies approved by the Board. Additionally, five (5) Human
45-60 Capital Management (HCM) policies and one (1) guideline remain pending Board
Gen X 4 25 - - 29 16%
approval, following the completion of stakeholder engagement.
TOTAL 6 115 9 52 182 TOTAL
Age analysis table below :( 01 January 2025 – 31 March 2025)
Progressive labour turnover analysis of permanent employees
Business and Intellectual Property Authority 75 ANNUAL REPORT 2024/2025
POLICY NAME APPROVED/PENDING APPROVAL 9.5.8. Training And Development
1 Attraction and Retention Policy Approved
During the 2024/2025 financial year, BIPA implemented its workforce development plan,
2 Condition of Employment Policy Approved
focusing on key departments through customized training programs designed to enhance
3 Disciplinary Code & Procedure Policy Approved employee competencies, drive performance improvements, and facilitate organizational
4 Performance management Policy Approved transformation. A total budget of N$1,350,000.00 was allocated for organizational training
5 Recruitment Policy Approved and development, with actual expenditures reaching N$1,045,025.55, representing a
6 Hybrid Working Policy Pending Approval 77% utilization rate. Furthermore, N$275,500.00 was strategically invested in executive
7 Occupational Health and Safety Policy Pending Approval development initiatives to bolster leadership capabilities across the organization.
8 Business Ethics Policy Pending Approval The Workforce Development Plan achieved an overall implementation rate of 85%,
9 Training and Development Pending Approval demonstrating significant strides in BIPA’s commitment to cultivating a skilled, adaptable,
10 Succession Planning Policy Pending Approval
and future-ready workforce.
GUIDELINE NAME
9.5.9. Employee Wellness
1 Study Loan Deferral guideline Pending Approval
BIPA successfully organized its Annual Wellness Day on March 26, 2025, centered around
Table 6: 4 HCM Policy Reviews
the theme “Health is Wealth.” The event was designed to encourage a comprehensive
approach to employee well-being by providing accessible health education and preventive
9.5.6. Employee Engagement
care services. On-site health screenings were conducted by medical aid providers RMA
and NHP, focusing on critical health indicators such as blood pressure, glucose levels,
The 2024/2025 Employee Engagement Survey demonstrated a significant improvement
body mass index, eye health, and cancer screenings. Additionally, the Cancer Association
in overall staff satisfaction, rising by 8% points from 48% in 2023/2024 to 56% in the
of Namibia led an informative session on cancer prevention, early detection, and
current cycle. This notable progress underscores the effectiveness of targeted initiatives
treatment options, emphasizing the value of proactive health management. This initiative
and reflects the organization’s dedication to addressing employee feedback and fostering
highlighted BIPA’s unwavering commitment to cultivating a supportive and health-focused
a positive workplace culture.
workplace culture.
9.5.7. Project Scale - Up implementation
9.5.10. Challenges and risks under the review period
Project Scale-Up was launched in October 2024 as a direct response to insights from
During the 2024/2025 financial year, BIPA encountered two significant operational
the 2023/2024 Employee Engagement Survey, which revealed a 52% staff dissatisfaction
challenges. The first pertained to insufficient office space, which posed health and safety
rate. Acknowledging the urgent need for cultural and organizational transformation, BIPA
risks for employees. To resolve this issue, the organization initiated the acquisition of
collaborated with NUST to design and implement a six-month engagement program
a new office facility, ensuring a safe, compliant, and functional workspace. The second
aimed at fostering a more cohesive, communicative, and collaborative workplace. The
challenge stemmed from delays in finalizing the organizational structure, which created
initiative featured a structured series of monthly engagement sessions from October
potential risks of role misalignment and diminished operational clarity. To address
2024 to March 2025, focusing on key themes such as change management, effective
this, BIPA engaged a local HR consultant to accelerate the realignment process and
communication, accountability, trust-building, and ethical workplace behavior. These
improve structural efficiency. These measures underscore BIPA’s proactive and strategic
targeted efforts contributed significantly to an 8% improvement in employee satisfaction,
commitment to effective risk management and maintaining operational continuity.
as evidenced in the 2024/2025 survey results.
Business and Intellectual Property Authority 76 ANNUAL REPORT 2024/2025
MARKETING, CORPORATE
COMMUNICATIONS
Business and Intellectual Property Authority 77 ANNUAL REPORT 2024/2025
9.6. MARKETING, CORPORATE COMMUNICATIONS AND Reinforcing Brand Equity
CLIENT SERVICES MANGEMENT The Brand Management Plan is designed to enhance brand equity and ensure
consistent, strategic messaging across all platforms. Progress is monitored through
9.6.1. Overview brand awareness metrics, usage consistency, and media sentiment analysis, ensuring
the brand resonates positively with the target audience. By focusing on these pillars, the
The Marketing and Corporate Communications department is critical in shaping the marketing department not only supports the organization’s strategic orientation but also
organization’s brand identity, amplifying its market presence, and fostering stakeholder drives measurable improvements in customer experience, stakeholder relationships,
engagement. This department is responsible for designing and executing strategic and brand strength.
marketing campaigns, overseeing both internal and external communications, and
ensuring consistent messaging that aligns with the company’s core values and business 9.6.3. Internal communications
objectives.Furthermore, the department is integral to enhancing the organization’s
market positioning and building trust through effective brand awareness and reputation
managem ent. By leveraging targeted marketing strategies, it drives customer
engagement and supports revenue growth. Internally, it fosters brand alignment by
improving employee communication and engagement. Additionally, the department
safeguards the company’s image by managing crisis communications effectively and
collaborating cross-functionally to promote new projects, service enhancements, and
initiatives, ensuring a unified and cohesive market approach.
9.6.2. Strategic orientation
The marketing department plays a pivotal role in aligning with the organization’s strategic
goals by focusing on three key areas: customer satisfaction, stakeholder engagement,
and brand management. Here’s how each area contributes to the overall strategic
orientation:
Enhancing Customer Satisfaction
• The department reviews, updates, and implements a comprehensive Customer Internal communication remains a cornerstone in coordinating organizational efforts,
Service Plan to ensure exceptional customer experience. fostering a culture of transparency, and ensuring staff remain informed and engaged
• Success is measured through improvements in customer satisfaction scores and during periods of strategic transformation and institutional growth. Between 01 April
response times, ensuring that customer needs are met efficiently and effectively. 2024 and 31 March 2025, a total of 325 internal communications were disseminated.
These encompassed critical institutional updates, internal vacancy announcements,
Strengthening Stakeholder Relationships motivational messages via the Motivational Monday’s platform, and invitations to various
• A refined Stakeholder Engagement Plan is developed to foster stronger staff engagement initiatives.
relationships with key stakeholders.
During the reporting period, 31 staff engagement sessions were conducted, spanning a
• Regular satisfaction surveys and targeted engagement initiatives drive higher
diverse array of activities. These included capacity-building programs such as financial
participation and feedback, ensuring stakeholders feel valued and heard.
Business and Intellectual Property Authority 78 ANNUAL REPORT 2024/2025
intelligence training, internal staff meetings, national holiday commemorations, and 9.6.5. BIPA media engagements
team-building exercises designed to enhance collaboration and boost morale across
departments. This sustained emphasis on internal communication and engagement The Business and Intellectual Property Authority (BIPA) has maintained a strong presence
highlights BIPA’s unwavering commitment to fostering a connected, informed, and across various media platforms and active participation in key regional and international
resilient workforce. events from April to August 2024, reflecting its steadfast dedication to advancing
intellectual property rights, ensuring business compliance, and enhancing regional
9.6.4. Social media collaboration.
Beyond broadcast media, BIPA’s initiatives were prominently featured in leading
newspapers, including Republikein, The Namibian, The Sun, and New Era. Between 04
April and 05 May 2024, published articles highlighted the extension of the Annual Duty
Waiver Programme, the significance of Beneficial Ownership compliance, and BIPA’s
pivotal role in supporting business owners through the waiver initiative. Collectively,
these six articles played a vital role in amplifying public awareness and understanding of
BIPA’s contributions.
9.6.6. Event highlights and updates
Cross-Regional Technical Meeting on GRATK, Swakopmund: March
13–14, 2024
During the reporting period, BIPA’s social media platform achieved significant digital media
performance, generating over 2.2 million content views—75% from paid advertising and
25% from organic reach. This success reflects a strategic emphasis on enhancing digital
engagement and visibility, evidenced by a 21.7% increase in reach.
Additionally, audience preferences evolved, with a notable shift from video content
to interactive and informational formats. These efforts collectively drove an 88.1%
increase in overall content interactions, underscoring BIPA’s dedication to transparency,
accessibility, and stakeholder engagement through modern communication channels.
Business and Intellectual Property Authority 79 ANNUAL REPORT 2024/2025
The Bahrain Intellectual Property Administration (Business), in partnership with the World Outstanding Performance at OATF 2024, Ongwediva: August 2024
Intellectual Property Organization (WIPO), organized a three-day technical meeting.
This forum served as an informal yet constructive platform for WIPO member states
to deliberate on critical issues pertaining to intellectual property, genetic resources,
and traditional knowledge associated with genetic resources. The discussions were
geared toward addressing gaps and advancing the development of a comprehensive
international legal instrument in this domain.
WIPO Diplomatic Conference on Genetic Resources: May 13–24, 2024
BIPA’s participation in the Ongwediva Annual Trade Fair (OATF) 2024 attracted substantial
visitor engagement and delivered a remarkable financial impact, achieving a twofold
increase in revenue compared to the previous year.
9.6.7. Stakeholder satisfaction survey
As part of its unwavering commitment to stakeholder engagement, transparency, and
service excellence, BIPA conducted the 2024/25 Stakeholder Satisfaction Survey (Q2–Q4).
BIPA’s CEO and executive leadership participated in the concluding phase of negotiations
How often do you interact with a BIPA representative
for a groundbreaking WIPO treaty focused on intellectual property, genetic resources, 57 responses
and traditional knowledge. This pivotal diplomatic conference resulted in the successful
adoption of a landmark international legal framework.
31.6%
12.3% Daily
WIPO 65 General Assembly, Geneva: July 9, 2024
th
Weekly
Monthly
On behalf of Namibia, the Business and Intellectual Property Authority (BIPA) participated 26.3% 10.5% Quarterly
in the 65th General Assembly of the World Intellectual Property Organization (WIPO). The Adhoc
assembly brought together delegates from more than 130 member states to deliberate 19.3%
on the future trajectory of the global intellectual property ecosystem and WIPO’s pivotal
role in fostering economic, social, and cultural development worldwide.
Business and Intellectual Property Authority 80 ANNUAL REPORT 2024/2025
The findings revealed that 89% of respondents reported an enhanced understanding of
Overall, how satisfied are you with BIPA as a stakeholder? the Authority’s role, underscoring the effectiveness of targeted education and visibility
46 responses
initiatives.
Additionally, stakeholders provided constructive feedback on areas such as
13% Extremely Satisfied
communication consistency, responsiveness, and procedural clarity. These insights will
56.5% Satisfied
4.4%
Somewhat Satisfied serve as a critical foundation for shaping future strategies to further improve service
Not Satisfied At All delivery and accessibility, aligning with BIPA’s mandate. The outcomes of the survey will
26.1% also inform BIPA’s stakeholder engagement approaches, supporting its broader mission
to foster business development and strengthen intellectual property protection in
Namibia. Below are the key results derived from the stakeholder survey.
From your interaction with BIPA, would you say your expectations as a stakeholder have been
met in the last
57 responses
Saisfactory Met Our Expectations
47.4% Somewhat Met Our Expectations
Have Not Met Our Expectations At All
3.5%
Stakeholders provided
constructive feedback
49.1%
Do you believe that BIPA is succcessful in achieving its obligations under its mandate on areas such as
57 responses communication consistency,
responsiveness, and
Extremely Effective
Somewhat Effective
57.9%
Not Effective At All
procedural clarity
3.5%
38.6%
Business and Intellectual Property Authority 81 ANNUAL REPORT 2024/2025
9.6.7. Campaigns
During the reporting period, the department implemented three key campaigns: the Annual Duty Return – It’s
Time Campaign, the Beneficial Ownership – Radio Campaign, and the Annual Duty – Waiver End Campaign. The
Annual Duty Penalty Waiver and It’s Time campaigns were designed to encourage business owners to regularize
their annual duty obligations by offering a penalty waiver for the period 2012 to 2022, allowing businesses to
settle only the outstanding capital amounts.
Concurrently, the Beneficial Ownership campaign aimed to raise awareness and drive compliance with Section
4 of the Financial Intelligence Act, 2012 (Act No. 13 of 2012), which mandates companies and close corporations
to submit accurate and up-to-date beneficial ownership information. Collectively, these campaigns acted as
economic catalysts, fostering business compliance, enhancing corporate governance, and reinforcing the integrity
of Namibia’s business environment. .
• The campaigns were strategically designed to: Reinforce legal obligations by emphasizing the importance
of annual duty payments and beneficial ownership disclosures.
• Provide financial relief through penalty waivers to incentivize companies to regularize their compliance
status.
• Promote good corporate governance by ensuring accurate public business records and fostering a
culture of transparency and ethical business practices.
• Broaden public awareness of compliance obligations through high-reach platforms such as radio,
television, and social media, addressing knowledge gaps across diverse demographic groups.
Business and Intellectual Property Authority 82 ANNUAL REPORT 2024/2025
CLIENT SERVICES MANGEMENT
Business and Intellectual Property Authority 83 ANNUAL REPORT 2024/2025
9.7. DIVISION: CLIENT MANAGEMENT SERVICES
9.7.1. Overview
The Client Service Department serves as the primary liaison between clients and the
institution. As the first point of contact, the department engages with clients upon
receiving documentation and addresses inquiries through various channels, including
in-person interactions at regional offices, telephonic support via the call center, and
email correspondence. To enhance operational efficiency, the department ensures that
each application is assigned a unique reference number, enabling seamless tracking of
its progress and status. Furthermore, the team diligently responds to all client queries
received through the call center, front desk, and email, fostering and strengthening
the relationship between BIPA and its clients. In collaboration with other operational
departments, the Client Management System (CMS) plays a pivotal role in maintaining
optimal service delivery, bolstering stakeholder confidence, and reinforcing client
relationships
9.7.2. Strategic Objectives on Corporate Scorecard
applications at 59%. This disparity can be attributed to challenges such as name similarity
The division’s strategic objectives focus on enhancing stakeholder confidence by issues, where applicants provided only one name option, thereby reducing the likelihood
strengthening relationships through active participation in and execution of stakeholder of approval, as well as mismatches between the principal activities and the proposed
engagement initiatives. These efforts aim to increase customer awareness of business business names. Additionally, during peak annual duty periods—February, March, May,
registration processes, ensure compliance with beneficial ownership regulations, and June, and December—annual return submissions declined, as clients prioritized the
improve overall operational processes and client experience. submission of annual duties and returns during these months.
Statistics on Email Requests
9.7.3. Number of Applications for referencing, approvals and
rejections (New Business) The Client Service team is entrusted with engaging clients both in person and in written
correspondence, with a designated group of personnel specifically assigned to address
client inquiries via the info@bipa.na email address.
Name Reservation Performance
Notably, the team achieved a remarkable 100% response rate, successfully addressing all
For the 2024/25 financial year, the Registrar processed a total of 14,241 name applications,
7,989 emails received between April 1, 2024, and March 31, 2025. This accomplishment
comprising 11,077 (78%) Close Corporation (CC8) name reservations and 3,164 (22%)
was attained despite ongoing system downtime and internet connectivity challenges
Proprietary Limited (PTY) name reservation requests. In terms of approval rates, CC8
experienced in the call centre throughout the year, underscoring the team’s dedication
applications demonstrated a consistently higher approval rate of 64% compared to CM5
and efficiency.
Business and Intellectual Property Authority 84 ANNUAL REPORT 2024/2025
Emails received Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sept-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25
Received 503 387 482 1176 1233 433 799 629 393 791 713 450
Responded 503 387 482 1176 1233 433 799 629 393 791 713 450
2024/25 CMS Staff Email Performance
9.7.4. Call Centre performance 9.7.5. Customer Satisfaction Performance
During the 2024/25 financial year, the Call Centre received a total of 64,320 calls,
averaging 5,360 calls per month. This high volume of calls contributed to the below-
2024/25 Organisational Customer Satisfaction Rating
average performance outlined in the table below. The primary challenges identified
The financial year 2024/25 marked significant changes driven by a focus on client-centric
were limited staff capacity and the need for additional resources to effectively manage
services, aimed at enhancing the client experience, particularly during peak business
telephonic client inquiries.
periods. Key initiatives included the integration of regional applications with those of
Addressing these issues has been prioritized for the 2025/26 financial year, alongside the head office, the recruitment of additional graduates to expedite and improve service
the implementation of refresher training to optimize the Client Service team’s use of turnaround times, and the implementation of robust monitoring and evaluation systems
available resources. Despite these challenges, the team achieved a satisfactory average for operational staff performance. Additionally, the relocation of annual duty services
answered call rate of 53% at this stage. to the waiver room provided clients with a more spacious and efficient environment,
centralizing all related services in one accessible location. These measures were reflected
in the positive outcomes of the client satisfaction survey, as illustrated in the graph below.
Call Centre Perfomance
10,000 100% Satisfaction Scores Over The Financial Years
%Answered Calls and Dropped Calls
Satisfaction Type
Average Annual Satisfaction
8,000 80% Q2
75 Q4
Total Call Received
Satisfaction Score (%)
6,000 60%
4,000 40%
2,000 20%
0 0% 55
Apr-24 May- Jun-24 Jul-24 Aug Sept-24 Oct- Nov-24 Dec-24 Jan- Feb-25 Mar
24 24
Total Calls Recieved % Answered Calls % Dropped Calls
2022/23 2023/24 2024/25
Financial Year
Business and Intellectual Property Authority 85 ANNUAL REPORT 2024/2025
As indicated in the table above, the Registrar noted a consistent 10% growth between 9.7.7. Customer service plan performance and impact
2022/23 and 2023/24, followed by an 8% increase in 2024/25. This upward trend
The implementation rate for the period under review stands at 82%, surpassing the
culminated in an annual average score of 76%.
targeted 80%. A key highlight of the plan’s execution was the robust and successful
client engagements conducted throughout the period. However, certain activities, such
as the revamp of the client service center and the rollout of point-of-sale merchandise,
9.7.6. Satisfaction Rating per division remained incomplete. This delay was attributed to ongoing plans to repurpose the SME
Bank building.
The survey assesses client satisfaction across various services to identify which services
are detracting from the overall client satisfaction score and which are not. This enables These activities have been rescheduled for the current fiscal year, pending relocation to
the registrar to delve deeper into the challenges observed within specific streams or the new facility. The consolidation of annual duty and related services during BIPA’s peak
departments and implement targeted interventions accordingly. periods at the old waiver facility proved highly effective. This success is evidenced by:
The availability of a larger client service space, which enhanced client flow and efficiency.
In Quarter 2 of the financial year, the Finance department achieved the highest
satisfaction score at 74%, closely followed by the Client Service and Records department The ability to deploy additional front-line staff to manage high-volume client demand.
at 73%. However, in Quarter 4, the Client Service department surpassed others with a Despite slightly longer queue times resulting from the discontinuation of bulk
satisfaction score of 71%, followed by the Intellectual Property department at 66%. As a submissions, clients were able to leave with all application receipts in hand. Overall,
result, the Client Service department recorded the highest average satisfaction score for Quarter 4 demonstrated significant progress in improving customer experience, driven
the 2024/25 financial year. by strategic improvisations and the implementation of quick-win initiatives.
Financial Year Q2 2024/25 Q4 2024/25 FY 2024/25
9.7.8. Projects planned for the new FY 2025/2026
Business Registration 60% 64% 62%
For the 2025/26 period, we are enhancing our operational focus on client centricity. The
CMS team will remain the primary advocate for client-friendly services, serving as the
Client Management
73% 71% 72% central point of contact for all BIPA clients. A key initiative will be the implementation of
Services
same-day name reservations, initially introduced at the Windhoek office (regional offices
will be excluded for the time being, pending further evaluation). Furthermore, additional
Finance 74% 62% 68%
resources will be allocated to the call Centre, complemented by targeted training
programs provided by the service provider.
Intellectual Property 67% 66% 67%
These efforts aim to enhance user engagement with the call Centre software and overall
service performance. Most importantly, in collaboration with operational departments,
Records 73% 59% 66%
we will prioritize the development of Standard Operating Procedure (SOP) manuals for
all processes. This initiative is critical in preparing for the digitization, integration, and
Total 67% 64% 67% automation of services, aligned with the planned procurement of the iBRS system.
Business and Intellectual Property Authority 86 ANNUAL REPORT 2024/2025
FINANCE AND ADMINISTRATION
Business and Intellectual Property Authority 87 ANNUAL REPORT 2024/2025
9.8. FINANCE AND ADMINISTRATION
9.8.1 Overview
Financial accounting, procurement, cost and management accounting, facilities, BIPA recorded an operating surplus of N$ 43.9 million, a substantial increase from N$7.4
and logistics comprise the finance and administration function. The Finance and million in the previous financial year. This surplus, generated before the provision for
Administration Department is responsible for ensuring that BIPA’s strategic objectives are staff bonuses, is evidence of robust revenue performance and disciplined expenditure.
met by ensuring that there is effective financial management, regulatory compliance, and It enhances the authority’s capacity to reinvest in strategic initiatives and build reserves
administrative efficiency. The department ensures that service delivery is both financially for future sustainability. As of 31 March 2025, BIPA’s cash and cash equivalents stood at
viable and in accordance with established procedures. The department strategically N$103.9 million, compared to N$63.4 million at the end of FY2023/24. This 64% increase
prepares and supervises the organization’s financial resources, procurement, and in cash position indicates healthy operational cash flows, reduced reliance on external
assets. In an effort to maintain BIPA’s liquidity and solvency, the department enhances funding, and improved overall liquidity, positioning BIPA strongly for upcoming capital
procurements and operations while adhering to sound business practices. and system investments.
BIPA’s expansion and the annual achievement of positive EBITDA are sustained by the 9.8.3. Annual budget per year (Capex vs Opex)
following: revenue monitoring, cash flow management, expense control, procurement
plan implementation, annual duty collection, and the development of a robust Over the last five years, the annual budget has been steadily growing, which has allowed
professional staff. The Finance and Administration department has implemented a self- BIPA to grow its operations and allocate the required funds to revenue-generating and
reliance funding strategy to prevent BIPA from being dependent on government funds. strategic projects.
The Authority generates its own revenue and employs it to effectively execute its mandate.
9.8.2. Financial performance
The financial performance of BIPA continues its amazing upward trajectory, demonstrating Annual Budgets
again another year of a significant milestone in financial performance by achieving its
revenue with 100% of the target, the greatest in BIPA’s history. Significant increases in
113,633,711 160,868,686
actual revenue, less dependence on government support, a positive EBITDA, a strong cash
102,619,483
91,503,844 116,923,606
position, and ongoing solvency are noteworthy features of this success. BIPA recorded 87,753,593
106,143,044
a 42% increase in revenue compared to the previous financial year, driven by improved 91,235,378 99,093,255
87,969,727
collections and higher returns on investment. The Authority achieved an EBITDA margin of 35,094,076
32%, significantly outperforming the annual target of 18%, indicating robust operational 3,672,740
1,431,338
profitability and effective cost controls. Total operational expenditure closed at 83% of 31,550 23,573
20/21 21/22 22/23 23/24 24/25
the approved budget, underscoring the organisation’s ability to maintain cost efficiency Revenue Opex Capex
without compromising service quality. This outcome demonstrates BIPA’s commitment to
prudent financial management, optimal resource allocation, and internal accountability.
Business and Intellectual Property Authority 88 ANNUAL REPORT 2024/2025
9.8.4. Employee costs per year
Over the last three years, BIPA’s investment in human capital has increased consistently, In addition to its annual responsibilities, BIPA actively develops other sources of income
demonstrating purposeful hiring that is in line with our corporate objectives. Costs through the coordinated efforts of its departments, including intellectual property
associated with employees have inevitably gone up in tandem with this growth. But to registration, business registration, and business amendments. The overall financial
guarantee the best possible resource allocation and prevent overstaffing situations, BIPA stability of BIPA is bolstered by these many sources.
is dedicated to responsible staffing practices and regularly tracks staff growth.
Various Revenue Centres 20/21 21/22 22/23 23/24 24/25
Annual Duties 64,018,118 75,640,029 83,026,585 87,866,353 124,307,629
Registration of Businesses 4,865,802 4,119,769 4,069,310 4,600,909 4,747,488
Intellectual Property - Local 3,268,409 4,729,740 3,198,659 3,087,306 2,675,665
Employee Costs
Amendments 502,728 1,008,098 1,252,385 566,812 625,378
Others 2,455,125 2,754,831 6,518,113 5,177,833 10,579,306
90,000,000
80,000,000 71,662,682
Intellectual Property - Foreign 7,104,014 7,134,207 9,321,854 10,534,498 10,238,912
71,234,603 78,507,943
70,000,000 63,486,637 GRN GRANTS 17,700,000 - 675,000 1,800,000 10,272,932
60,000,000
50,000,000 54,982,924
40,000,000
30,000,000 9.8.6. Revenue from ARIPO/WIPO
20,000,000
10,000,000
The increasing number of intellectual property (IP) designations to Namibia is largely
20/21 21/22 22/23 23/24 24/25 responsible for the notable growth in BIPA’s revenue streams, especially those derived
from its memberships with the World Intellectual Property Organisation (WIPO) and the
African Regional Intellectual Property Organisation (ARIPO).
9.8.5. Revenue
Diverse efforts across multiple departments provide BIPA with its revenue, and a
thorough reporting system has been put in place to track and account for these The ARIPO-related
sources of income. This method makes sure that the financial contributions from every revenue streams
department are transparent and easy to understand. The annual duties collected, which continued to make a
are the authority’s principal source of income, are the main factor contributing to BIPA’s substantial contribution
financial success. This source of income is essential to maintaining BIPA’s operational to BIPA’s financial health
goals and financial stability. despite the worldwide
interruptions.
Business and Intellectual Property Authority 89 ANNUAL REPORT 2024/2025
9.8.8. Budget execution
Aripo & WIPO Revenues
7,000,000
6,165,248 BIPA demonstrated consistent revenue performance with generally accurate budgeting.
5,985,391
6,000,000 Except for 2021’s significant surplus and 2024’s slight shortfall, all other years show
5,306,637
5,000,000
utilization close to or just above 100%, reflecting prudent forecasting and effective
4,253,800 4,361,290 4,369,250 4,258,521
4,015,217 revenue strategies. Overall revenue escalated substantially from 2021 to 2025 with 100%
4,000,000
2,850,214
effective collection.
2,772,917
3,000,000
2,000,000 BUDGET UTILIZATION - REVENUE
1,000,000 2021 2022 2023 2024 2025
- Actual 101,375,727 93,925,342 106,684,460 113,633,711 163,447,310
20/21 21/22 22/23 23/24 24/25
Budget 76,507,867 91,503,846 104,078,745 117,784,305 161,129,959
% Budget Utilization 133% 103% 103% 96% 101%
9.8.7 Annual subsidy
Since its inception, BIPA’s yearly government subsidies have significantly decreased,
especially in comparison to the amounts seen in 2020. The government provided BIPA Budget Utilization - Expenses
with no financial assistance in 2022, and just a small sum of money was allotted in 2023. Actual Budget %Budget Utilization
140,889,073
However, during the 2024 financial year, subsidy towards capex was provided to BIPA.
The authority assumed responsibility for self-funding its programs from 2022 to 2023 in 132,674,259
114,395,378 114,695,351
106,143,044
response to the decreased government aid, with a primary focus on operational needs.
99,093,355
87,753,593 88,365,327 91,235,378
GRN Subsidy 76,402,755
20,000,000
17,700,000
18,000,000
16,000,000
14,000,000
12,000,000
115%
10,272,932
10,000,000 87% 97% 93% 94%
8,000,000 2021 2022 2023 2024 2025
6,000,000
4,000,000
1,800,000
2,000,000 675,000 The spending budget has been effectively managed throughout the last five years. The
- budget has not been met by actual spending
20/21 21/22 22/23 23/24 24/25
Business and Intellectual Property Authority 90 ANNUAL REPORT 2024/2025
9.8.9. Outstanding annual duties for 2012 – 2021(under waiver)
Over the course of 17 months, the waiver sought to regularise 28,840 businesses’ annual awareness, and implementing targeted arrears recovery efforts that secured substantial
duty payments. For penalties accrued between FY2012 and FY2021/22, the waiver was payments through direct engagements. A phased rollout strategy was introduced to
applicable. Remaining penalties are due after FY2021/22. A total of 28,818 entities paid maximize participation, supported by comprehensive communication materials such as
overdue duties during FY2024/25 (some in the final five months of FY2023/24), according media campaigns, flyers, and stakeholder briefings. Additionally, compliance tracking and
to BIPA’s ICRS system. reporting tools were established to monitor submissions, payments, and outcomes. The
project proved highly successful, with 28,203 entities regularizing their annual returns
The target achievement rate is 98% as a result: (28,203/28,840) X 100 = 98% The Waiver and generating N$68.9 million in revenue. It garnered strong public interest and political
Project has been a very successful endeavour in increasing BIPA’s financial liquidity, support, including endorsement from the Minister of Industrialisation and Trade for its
bolstering its relationship with the Namibian business community, and improving extension, while significantly boosting BIPA’s national visibility, brand awareness, and the
regulatory compliance. In terms of collecting revenue and bringing more businesses into number of compliant entities on the register.
compliance, the initiative has not only met but exceeded its key performance metrics.
The strategic execution and nationwide outreach have further improved BIPA’s standing
as a client-focused and responsive regulatory body. The effective implementation of the
waiver initiative lays a strong basis for long-term compliance and steady revenue collection
in the upcoming years. With the current extension in effect until September 30, 2025,
and the strategic actions that have been defined, BIPA is still in a strong position to regain
more unfinished business and keep up the momentum that has been established. The
effort shows that smart strategies can greatly improve the regulator and the overall
business environment when combined with input from stakeholders, legal support, and
clear communication. BIPA estimated that the campaign would generate N$64,716,000
Stakeholders provided
in revenue. With N$68,892,640 in actual revenue, the target achievement rate was 106%: constructive feedback
68,892,640 divided by 64,716,000 times 100 equals 106%.
on areas such as
9.8.10. Projects undertaken for FY2024/25 communication consistency,
responsiveness, and
During the 2024/25 financial year, the Finance & Administration (F&A) division successfully
executed the Waiver Project, which was allocated a budget of N$15,086,099, with actual procedural clarity
expenditures amounting to N$13,324,337 as of 31 March 2025. Originally scheduled
to run from 15 November 2023 to 30 March 2024, the project was extended from 1
April 2024 to 30 September 2025 due to its significant impact and remains on track. Key
deliverables included operationalizing multiple client submission channels through BIPA
offices and former MIT locations, conducting regional outreach campaigns to enhance
Business and Intellectual Property Authority 91 ANNUAL REPORT 2024/2025
PROCUREMENT
Business and Intellectual Property Authority 92 ANNUAL REPORT 2024/2025
9.9 PROCUREMENT DIVISION
9.9.1 Overview
Item Budget (N$) Actual (N$) Balance (N$)
During the reporting period, the Procurement and Administration function significantly
Goods 62,759,252 5,258,514 57,500,738
contributed to enhancing BIPA’s operational efficacy, governance, and compliance. Key
achievements included effective procurement management, strategic fleet acquisition, Works 4,158,312 4,158,312 -
seamless office maintenance, strengthened supplier relations, and the successful Consultancy 8,623,100 5,297,832 3,325,268
implementation of process improvements. These accomplishments underscore the Non-Consultancy 6,013,210 6,013,210 -
function’s pivotal role in driving organizational excellence.
Total 81,553,874 20,727,868 60,826,006
9.9.2. Key Achievements key achievements for the reporting period
Procurement policies and workflows were reviewed and streamlined to enhance 9.9.4. Procurement activity summary
efficiency, compliance, and internal controls, while additional office space was secured
to support the Waiver Project Team. Two trailers and two vehicles were acquired and A total of 367 procurement activities were efficiently executed utilizing diverse
deployed to regional offices, improving field operations, and supplier relations remained procurement methods, as outlined below:
positive, with no disputes reported. All procurement activities were advertised via the
E-GP portal, ensuring compliance and transparency, and monthly training sessions were Procurement Method Number of Procurements
introduced to strengthen staff capacity and support professional development in public
Small Value Procurements (SVP/IQ) 132
procurement practices
Open National Bid (ONB) 25
9.9.3. Procurement Plan Performance Request for Quotation (RFQ) 81
Approved Procurement Plan FY2024/25 Request for Proposal (RFP) 12
Execution by Public Entity (EPE) 53
The approved procurement plan for the financial year amounted to N$81,553,874.25.
Direct Procurement (DP) 60
The overall execution rate of the plan stood at 20%, as outlined below: CAPEX Execution:
Achieved a 2.7% execution rate. This was primarily attributed to delays in two major Restricted Bidding (RB) 4
capital projects—the iBRS system (N$40 million) and the Fit-for-Purpose Office Building Total Procurements 367
(N$65 million)—which were hindered by external factors. .
OPEX Execution: Fully executed to meet essential operational requirements, with
no deviations from the approved plan. Bid Cancellations: None reported. Non-
Compliance Incidents: No incidents reported. Financial Summary of Procurement
Implementation
Business and Intellectual Property Authority 93 ANNUAL REPORT 2024/2025
9.9.6. Facilities management
Number of Procurement Substantial maintenance and upgrades were carried out at the Ongwediva office to
ensure a safe, functional, and conducive working environment. The refurbishment
Total Procurements 367
encompassed both structural improvements and operational enhancements, resulting
Restricted Bidding (RB) 4
in a fully modernized and efficient workspace.
Direct Procurement (DP) 60
Execution by Public Entity (EPE) 53 9.9.7. Procurement processing and contract management
Request for Proposal (RFP) 12
Request for Qoutation (RFQ) 81
During the reporting period, the procurement department achieved the following:
Processed a total of 367 requisitions and purchase orders throughout the year. Recorded
Open National Bid (ONB) 25
a 25% increase in the number of contracts established compared to the previous financial
Small Value Procurements(SVP/IQ) 132
year, demonstrating enhanced contract management processes.
0 50 100 150 200 250 300 350 400
9.9.8. Outlook
Number of Procurement Activities in FY2024/25
The 2024/25 financial year was marked by strategic asset acquisitions, enhanced
administrative support, and consistent, compliant procurement operations. The
Procurement activities were conducted in strict adherence to approved policies
Procurement and Administration Division remains committed to upholding the
and procedures, ensuring value-for-money, competitive processes, and full
principles of good governance, transparency, and value-for-money, while continuously
compliance with the Public Procurement Act and its accompanying regulations.
strengthening internal capacity and operational efficiency to meet the institution’s
evolving needs.
9.9.5. Fleet management
The vehicle fleet was strategically updated to align with operational needs. As of year-
end, the fleet inventory comprised:
Existing vehicles: 5
The 2024/25 financial year
New acquisitions: 2 vehicles and 2 trailers was marked by strategic
asset acquisitions, enhanced
Total fleet: 7 vehicles and 2 trailers administrative support,
and consistent, compliant
These acquisitions have significantly enhanced logistical capacity and improved service procurement operations.
delivery across regional operations.
Business and Intellectual Property Authority 94 ANNUAL REPORT 2024/2025
FOR THE YEAR ENDED 31 MARCH 2025
ANNUAL FINANCIAL
STATEMENTS
Business
BUSINESS and Intellectual
AND INTELLECTUAL Property
PROPERTY Authority
AUTHORITY 5 95 ANNUAL
ANNUAL REPORT REPORT 2024/2025
2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Office of the Auditor-General General Information
Country of incorporation and domicile Namibia
Legal form of entity Public Enterprise established under the BIPA Act, 2016
(Act No. 8 of 2016),
Nature of business and principal activities A public enterprise and regulatory authority established
to serve as the Agency for the registration, administration,
protection and promotion of business and intellectual
property rights in Namibia
Directors Immanuel !Hanabeb (Board Chairperson)
Sara Katiti (Deputy Chairperson)
Justin Strauss
Ashley Tjipitua
Nancy Watyoka
Hilka Alberto
Julius Haikali
Registered office 172 Jan Jonker Road, Ausspannplatz
Windhoek, Namibia
Postal address P.O Box 185
Windhoek, Namibia
Controlling entity Ministry of Industries, Mines and Energy (“MIME”)
Bankers Bank Windhoek Limited
First National Bank Namibia
Nedbank Namibia Limited
Auditors BDO (Namibia)
61 Simeon Shixungileni Street
Windhoek, Namibia
Company Secretary Auguste Abisai
Line ministry Ministry of Industries, Mines and Energy (“MIME”)
Business and Intellectual Property Authority 96 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Index
The reports and statements set out below comprise the annual financial statements presented to the provincial legislature:
Page
Director’s Responsibilities and Approval 98
Report of the Independent Auditors 99 - 100
Director’s Report 101 -102
Statement of Financial Performance for the year ended 31 March 2025 103
Statement of Financial Position as at 31 March 2025 104
Statement of Changes in Net Assets for the year ended 31 March 2025 105
Statement of Cash Flows for the year ended 31 March 2025 106
Statement of Comparison of Budget and Actual Amounts for the year ended 31 March 2025 107 - 109
Acconting Policies 110 - 119
Notes to the Annual Financial Statements 120 - 143
Business and Intellectual Property Authority 97 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Director’s Responsibilities and Approval
The directors are required by the Business and Intellectual Property Authority Act of 2016 However, any system of internal financial control can provide only reasonable, and not
“hereinafter BIPA Act, 2016, (Act No. 8 of 2016)”, to maintain adequate accounting records absolute, assurance against material misstatement or deficit.
and are responsible for the content and integrity of the annual financial statements and
related financial information included in this report. It is their responsibility to ensure that The directors have reviewed the Authority’s cash flow forecast for the year to 31 March
the annual financial statements fairly present the state of affairs of the company as at the 2026 and, in the light of this review and the current financial position, they are satisfied that
end of the financial year and the results of its operations and cash flows for the period then the Authority has or has access to adequate resources to continue in operational existence
ended, in conformity with the International Public Sector Accounting Standards (IPSAS). The for the foreseeable future.
external auditors are engaged to express an independent opinion on the annual financial
statements. The external auditors are responsible for independently auditing and reporting on the
Authority’s annual financial statements. The annual financial statements have been
The annual financial statements have been prepared in accordance with International examined by the Authority’s external auditors and their report is presented on page 4 to 6.
Public Sector Accounting Standards (IPSAS) and are based upon appropriate accounting
policies consistently applied and supported by reasonable and prudent judgements and The annual financial statements set out on pages 7 to 41, which have been prepared on
estimates. the going concern basis, were approved by the Board of Directors on 27 August 2025 and
were signed on its behalf by:
The directors acknowledge that they are ultimately responsible for the system of internal
financial control established by the Authority and place considerable importance on Approval of annual financial statements
maintaining a strong control environment. To enable the directors to meet these
responsibilities, the sets standards for internal control aimed at reducing the risk of
error or deficit in a cost effective manner. The standards include the proper delegation
of responsibilities within a clearly defined framework, effective accounting procedures
and adequate segregation of duties to ensure an acceptable level of risk. These controls
are monitored throughout the Authority and all employees are required to maintain the Immanuel !Hanabeb Sara Katiti
highest ethical standards in ensuring the company’s business is conducted in a manner
that in all reasonable circumstances is above reproach. The focus of risk management in Board Chairperson Chairperson: Finance, Risk and
the Authority is on identifying, assessing, managing and monitoring all known forms of Windhoek Audit Committee
risk across the company. While operating risk cannot be fully eliminated, the company
endeavours to minimise it by ensuring that appropriate infrastructure, controls, systems
and ethical behaviour are applied and managed within predetermined procedures and
constraints. Date Date
The directors are of the opinion, based on the information and explanations given by
management, that the system of internal control provides reasonable assurance that the
financial records may be relied on for the preparation of the annual financial statements.
Business and Intellectual Property Authority 98 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Report of the Independent Auditors
To the Provincial Legislature of BUSINESS AND INTELLECTUAL PROPERTY to obtain reasonable assurance whether the annual financial statements are free from
AUTHORITY Report on the financial statements material misstatement.
I have audited the accompanying annual financial statements of the BUSINESS AND An audit involves performing procedures to obtain audit evidence about the amounts
INTELLECTUAL PROPERTY AUTHORITY which comprise the statement of financial position and disclosures in the annual financial statements. The procedures selected depend on
as at 31 March 2025, statement of financial performance, statement of changes in net the auditor’s judgement, including the assessment of the risks of material misstatement
assets and cash flow statement for the year then ended, and a summary of significant of the annual financial statements, whether due to fraud or error. In making those risk
accounting policies and other explanatory notes, and the [directors’ / accounting officer’s / assessments, the auditor considers internal control relevant to the entity’s preparation and
accounting authority’s] report, as set out on pages 7 to 41. fair presentation of the annual financial statements in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion
Responsibility of the for the annual financial statements on the effectiveness of the entity’s internal control.
The directors is responsible for the preparation and fair presentation of these annual An audit also includes evaluating the:
financial statements in accordance with [the applicable reporting framework/basis of
accounting] [and in the manner required by the [Local Legislative Public Finance Act • appropriateness of accounting policies used;
(Act No. # of YYYY), ] [Local Government: Local Legislative Municipal Finance Act (Act No. • reasonableness of accounting estimates made by management; and
of YYYY)] [Auditor -General audit circular # of YYYY] , and in the manner required by • overall presentation of the financial statements.
the Business and Intellectual Property Authority Act of 2016 “hereinafter BIPA Act [any
applicable enabling legislation]. This responsibility includes: Paragraph ## et seq. of the International Public Sector Accounting Standards, IPSAS 1:
Presentation of Financial Statements requires that financial reporting by entities shall
• designing, implementing and maintaining internal control relevant to the provide information on whether resources were obtained and used in accordance with
preparation and fair presentation of annual financial statements that are free the legally adopted budget. As the budget reporting standard is still in the process of
from material misstatement, whether due to fraud or error; being developed, I have determined that my audit of any disclosures made by [name of
• selecting and applying appropriate accounting policies; and entity] in this respect will be limited to reporting on non-compliance with this disclosure
• making accounting estimates that are reasonable in the circumstances. requirement.
Responsibility of the Auditor-General I believe that the audit evidence I have obtained is sufficient and appropriate to provide a
basis for my audit opinion.
As required by [section ### of the Act, YYYY read with section # of the Act, (Act No. #
of YYYY)] [and section XX of any applicable legislation], my responsibility is to express an Basis of accounting
opinion on these annual financial statements based on my audit.
The entity’s policy is to prepare annual financial statements on [the basis of accounting
I conducted my audit in accordance with the International Standards on Auditing. Those determined by the Local Treasury] [entity-specific basis of accounting] as set out in
standards require that I comply with ethical requirements and plan and perform the audit [accounting policy note ] [note to the financial statements].
Business and Intellectual Property Authority 99 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Report of the Independent Auditors
Opinion
In my opinion the annual financial statements of BUSINESS AND INTELLECTUAL PROPERTY Other matters
AUTHORITY as at 31 March 2025 and its financial performance and cash flows for the year
then ended have been prepared, in all material respects, in accordance with the basis of I draw attention to the following matters that are ancillary to my responsibilities in the
accounting as set out in [accounting policy note xx] [note xx to the financial statements] audit of the financial statements:
[and in the manner required by the PFA/MFA (if the entity falls within the scope of the
PFA/MFA) and Local Companies Act, YYYY (if the entity falls within the scope of the Local
Companies Act) or section xx of the entity’s enabling legislation (if the entity does not fall
within the scope of the PFA/MFA].
Emphasis of Matter BDO (Namibia)
Without qualifying my audit opinion, I draw attention to the following matter(s): Registered Accountants and Auditors
Chartered Accountants (Namibia)
Per: A Musarurwa 29 August 2025
Partner Windhoek
Business and Intellectual Property Authority 100 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Director’s Report
The directors have pleasure in submitting their report on the annual financial statements Name Nationality
of Business and Intellectual Property Authority for the year ended 31 March 2025. Immanuel !Hanabeb Namibian
1. Nature of Business Sara Katiti Namibian
Justin Strauss Namibian
A public enterprise and regulatory authority established to serve as the Agency for
the registration, administration, protection and promotion of business and intellectual Ashley Tjipitua Namibian
property rights in Namibia.
Nancy Watyoka Namibian
2. Review of financial results and activities Hilka Alberto Namibian
The annual financial statements have been prepared in accordance with the International Julius Haikali Namibian
Public Sector Accounting Standards (“IPSAS”). The accounting policies have been applied
consistently compared to the prior year. This marks the second year of BIPA’s phased The Directors term, which concluded on 30 September 2024 was extended to 31 August
transition from IFRS Accounting Standards to IPSAS. 2025
The Authority has made significant progress in adopting IPSAS accrual-based standards 4. Board and Sub-Committee meetings
to enhance financial transparency and accountability. Key transitional activities during
the year included alignment of asset classification and depreciation methods to IPSAS 17, Board and Finance, Risk Human Governance, Strategy,
Board of Directors
enhanced disclosure of non -exchange and exchange revenue streams under IPSAS 23 and Special Board and Audit Resources Legal and Projects &
9, comparative information is based on IPSAS, and review and restatement of comparative Meeting Committee and Ethics Procurement
figures in accordance with IPSAS 33. (FRAC) Remuneration Committee Committee
Committee (GLEC) (SPPC)
Full details of the financial position, results of operations and cash flows of the Authority (HRRC)
are set out in these annual financial statements. Immanuel !Hanabeb 5 4 4 2 -
Sara Katiti 5 6 - - 4
The operating results and state of affairs of the entity are fully set out in the attached Justin Strauss 5 5 - - 3
annual financial statements and do not in our opinion require any further comment.
Ashley Tjipitua 4 - - 4 2
Nancy Watyoka 5 6 5 4 1
3. Directors
Hilka Alberto 5 - 4 4 3
The directors of the entity during the year and to the date of this report are as follows Julius Haikali 4 2 5 - 1
:
33 23 18 14 14
Business and Intellectual Property Authority 101 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Director’s Report
5. Going concern
In preparing the annual financial statements, the directors are responsible for assessing Namibia
the ability to continue as a going concern, disclosing, as applicable, matters related to Postal address
going concern, and using the going concern basis of accounting unless the directors or P.O. Box 185
shareholder (Government) either intend to liquidate the Authority or to cease operations Windhoek
or have no realistic alternative but to do so. The going concern presumes that funds will Namibia
be available to finance future operations and that the realization of assets and settlement
of liabilities, contingent obligations, and commitments will occur in the ordinary course of 9. Directors’ interest in contracts
business.
During the financial year, no contracts were entered into with the directors or officers of
6. Subsequent events the Authority, the directors or officers do not hold any interest in the Authority.
The Ministry of Industrialisation and Trade (MIT) was abolished and BIPA was integrated 10. Katutura office building
into a new ministry - Ministry of Industries, Mines and Energy (MIME).
Katutura Office Building situated on Erf 2780, Shire Street Wanaheda has not been included
BIPA has relocated its operations from No. 3 Ruhr Street, Northern Industrial Area, to 172 in the annual financial statements. The matter is with the line Ministry’s lawyers seeking to
Jan Jonker Road, Ausspannplatz. recover the funds of N$20,160,000 for the purchase of this Office Building, whereas the
BIPA board was seeking to recover the N$2,160,000 paid for transfer duties. For the past
The organization also intends to acquire the premises at its new location. 8 years BIPA has been engaging the lawyers to recover the amount, however the legal
process has proven to be futile as such the board made a decision, in 2022/23 financial
7. Auditors year, to write off the transfer duties amount owed of N$2,160,000.
BDO was appointed as the auditor for the Authority for a term of three years 11. Membership in Associations
commencing with financial year ending 31 March 2024.
BIPA is member of the following association:
8. Secretary
1. African Regional Intellectual Property Organisation (ARIPO)
The secretary of the entity is Auguste Abisai of:
2. World Intellectual Property Organisation (WIPO)
Business address
172 Jan Jonker Road
Ausspannplatz
Windhoek
Business and Intellectual Property Authority 102 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Statement of Financial Performance for the year ended 31 March 2025
Figures in Namibia Dollar Note(s) 2025 2024
Revenue
Revenue from non-exchange transactions
Annual Duties - Companies and Close Corporations 3 119,111,710 87,753,684
Transfer revenue
Transfers from other government entities 4 11,826,794 1,800,000
Beneficial ownership penalties 5,195,919 112,950
Total revenue from non-exchange transactions 136,134,423 89,666,634
Revenue from exchange transactions
Service charges 5 18,282,236 18,788,605
Other income 6 498,721 986,366
Interest received 7 5,613,270 4,192,106
Total revenue from exchange transactions 24,394,227 23,967,077
Total revenue 160,528,650 113,633,711
Expenses
Employee costs 8 (89,231,752) (72,448,033)
Depreciation and amortisation expense 9 (6,902,517) (6,477,113)
Debt impairment (78,377) 87
General Expenses (32,371,614) (26,935,604)
Finance costs 11 (397,916) (282,381)
Total expenses (128,982,176) (106,143,044)
Other gains
(Loss)/Gain on foreign exchange 13 (185,833) 34,288
TOTAL SURPLUS FOR THE PERIOD 31,360,641 7,524,955
Business and Intellectual Property Authority 103 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Statement of Financial Position as at 31 March 2025
Figures in Namibia Dollar Note(s) 2025 2024
Assets
Current Assets
Cash and cash equivalents (Level 1) 14 51,869,329 30,779,194
Receivables from exchange transactions (Level 1) 15 9,295,604 7,840,900
Receivables from non-exchange transactions 16 7,688,974 -
Investments at fair value (Level 1) 17 52,052,202 40,614,397
120,906,109 79,234,491
Non-Current Assets
Property, plant and equipment 18 34,540,735 25,407,248
Intangible assets 19 1,446,747 1,708,410
35,987,482 27,115,658
Total Assets 156,893,591 106,350,149
Liabilities
Current Liabilities
Payables under exchange transactions (Level 1) 20 24,638,920 15,390,028
Lease liabilities 21 3,534,429 1,994,055
28,173,349 17,384,083
Non-Current Liabilities
Lease liabilities 21 8,360,365 -
Total Liabilities 36,533,714 17,384,083
Net Assets 120,359,877 88,966,066
Net Assets/Equity Attributable to Owners of Controlling Entity
Contributed capital 22 34,491,766 34,491,766
Revaluation reserve 23 1,004,400 618,388
Accumulated surplus 84,863,711 53,855,912
Total Net Assets/Equity 120,359,877 88,966,066
Business and Intellectual Property Authority 104 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Statement of Changes in Net Assets for the year ended 31 March 2025
Contributed Revaluation Accumulated Total net
Figures in Namibia Dollar capital reserve surplus assets/equity
Balance as at 1 April 2023 34,491,766 183,850 46,330,957 81,006,573
Revaluation - 434,538 - 434,538
Net income (losses) recognised directly in net assets/equity - 434,538 - 434,538
Surplus for the year - - 7,524,955 7,524,955
Total recognised income and expenses for the year - 434,538 7,524,955 7,959,493
Total changes - 434,538 7,524,955 7,959,493
Balance as at 31 March 2024 34,491,766 618,388 53,855,912 88,966,066
Prior year adjustments - - (352,842) (352,842)
Balance as at 1 April 2024 34,491,766 618,388 53,503,070 88,613,224
Revaluation - 386,012 - 386,012
Net income recognised directly in net assets/equity - 386,012 - 386,012
Surplus for the year - - 31,360,641 31,360,641
Total recognised income and expenses for the year - 386,012 31,360,641 31,746,653
Total changes - 386,012 31,360,641 31,746,653
Balance as at 31 March 2025 34,491,766 1,004,400 84,863,711 120,359,877
Note(s) 22 23
Business and Intellectual Property Authority 105 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Statement of Cash Flows for the year ended 31 March 2025
Figures in Namibia Dollar Note(s) 2025 2024
Cash flows from operating activities
Receipts
Annual duties 111,346,880 87,753,684
Service charges 10,056,790 20,487,711
Government grants and subsidies 10,272,932 1,800,000
Interest received 2,116,166 4,192,106
Beneficial ownership penalties - Revenue 5,195,919 112,950
Sundry income 449,059 -
FIC grant - Beneficial Ownership Funding (MER) 1,553,862 -
140,991,608 114,346,451
Payments
Employee costs (79,562,823) (77,988,151)
Suppliers (26,770,288) (23,566,495)
(106,333,111) (101,554,646)
Net cash flows from operating activities 24 34,658,497 12,791,805
Cash flows from investing activities
Purchase of property, plant and equipment 18 (1,137,201) (3,391,404)
Proceeds from sale of property, plant and equipment 18 49,662 -
Purchase of other intangible assets 19 (1,054,645) -
Purchases of investments at fair value (28,830,000) (3,222,974)
Proceeds from sales of investments at fair value 20,875,191 -
Net cash flows from investing activities (10,096,993) (6,614,378)
Cash flows from financing activities
Finance lease payments (3,471,369) (3,568,273)
Net increase in cash and cash equivalents 21,090,135 2,609,154
Cash and cash equivalents at the beginning of the year 30,779,194 28,170,040
Cash and cash equivalents at the end of the year 14 51,869,329 30,779,194
Business and Intellectual Property Authority 106 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Statement of Comparison of Budget and Actual Amounts for the year ended 31 March 2025
Budget on Cash Basis
Approved Adjustments Final Budget Actual amounts Difference % of Reference
budget on comparable between final Utilisation
basis budget and
Figures in Namibia Dollar actual
Statement of Financial Performance
Revenue
Revenue from non-exchange transactions
Taxation revenue
R1
Annual duties 133,325,543 - 133,325,543 119,111,710 (14,213,833) 11 %
Transfer revenue
R2
Transfers from other government entities 6,000,000 - 6,000,000 11,826,794 5,826,794 97 %
Fines, penalties and levies - - - 5,195,919 5,195,919 -%
Total revenue from non-exchange transactions 139,325,543 - 139,325,543 136,134,423 (3,191,120) (3)%
Revenue from exchange transactions
(4)%
Service charges 18,967,353 - 18,967,353 18,282,236 (685,117)
Other income - (rollup) 700,530 - 700,530 498,721 (201,809) (29)% R3
Interest received - investment 2,136,533 - 2,136,533 5,613,270 3,476,737 163 % R4
Total revenue from exchange transactions 21,804,416 - 21,804,416 24,394,227 2,589,811 12 %
Total revenue 161,129,959 - 161,129,959 160,528,650 (601,309) 1%
Business and Intellectual Property Authority 107 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Statement of Comparison of Budget and Actual Amounts for the year ended 31 March 2025 (Continued)
Approved Adjustments Final Budget Actual amounts Difference % of Reference
budget on comparable between final Utilisation
basis budget and
Expenditure actual
Employee costs (86,710,808) 260,000 (86,450,808) (89,231,752) (2,780,944) (3)% E1
Depreciation and amortisation expense (9,692,449) 328,001 (9,364,448) (6,902,517) 2,461,931 26 % E2
Debt impairment - - - (78,377) (78,377) -%
General Expenses (43,815,816) (588,001) (44,403,817) (32,371,614) 12,032,203 27 % E3
Finance costs (700,000) - (700,000) (397,916) 302,084 43 % E4
Total expenditure (140,919,073) - (140,919,073) (128,982,176) 11,936,897 (8)%
Operating surplus 20,210,886 - 20,210,886 31,546,474 11,335,588 56 %
Loss on foreign exchange - - - (185,833) (185,833) -%
Business and Intellectual Property Authority 108 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Statement of Comparison of Budget and Actual Amounts
Budget on Cash Basis
Approved Adjustments Final Budget Actual amounts Difference % of Reference
budget on comparable between final Utilisation
basis budget and
Figures in Namibia Dollar actual
Gains on leave days - - - 2,918,660 2,918,660 -%
- - - 2,732,827 2,732,827 -%
Surplus before taxation 20,210,886 - 20,210,886 34,279,301 14,068,415 70 %
Actual Amount on Comparable Basis
as Presented in the Budget and 20,210,886 - 20,210,886 34,279,301 14,068,417 70 %
Actual Comparative Statement
Budget difference explanations:
R1 Unfavourable variance was due to some Ptys claiming to be registered in Namibia for share transfer and pay the minimum annual duties amount.
R2 The favourable variance was due to increase in funding from shareholder for BIPA’s operations.
R3 The unfavourable variance was due under performance in data sales and industrial design sales.
R4 The favourable variance is due to re-investment of interest and additional amount invested.
E1 The unfavourable variance is due to staff bonus that was not initially budgeted.
E2 The favourable variance is due to non-procurement of high value assets which would have increased the amount of depreciation.
E3 The favourable variance is due to savings made on planned expenditures.
E4 The favourable variance is due to savings made on finance costs.
Note: BIPA is not required to prepare and publish Budgets for Financial Position and Cash flow, thus exempted in terms of IPSAS 24.5, from preparing the Statement of Comparison of
the Budget and Actual Amounts for those statements.
Business and Intellectual Property Authority 109 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies
1. Significant accounting policies
A summary of the significant accounting policies, which have been consistently applied in assumptions. When it is not possible to determine the recoverable amount for an individual
the preparation of these annual financial statements, are disclosed below. asset, management assesses the recoverable amount for the cash generating unit to which
the asset belongs.
1.1 Basis of preparations
1.3.2. Provisions
The annual financial statements have been prepared in accordance with the Cash basis of
International Public Sector Accounting Standards (“IPSAS”) from 1 April 2023. Provisions are inherently based on assumptions and estimates using the best information
available. Additional disclosure of these estimates of provisions are included in note 1.14.
These annual financial statements have been prepared on the historical cost basis, except
for Land and Building included in property, plant and equipment which is measured at fair 1.3.3. Residual values and useful lives of property, plant and equipment
value and incorporate the principal accounting policies set out below, and are presented
in Namibia Dollars. The assets are classified under property, plant and equipment and the useful lives are
determined as set out in note .1.7.
1.2 Presentation currency
The useful lives of the property, plant and equipment is in line with the industry norm.
These annual financial statements are presented in Namibia Dollar, which is the functional
currency of the Authority. The residual value, useful life and depreciation method of each asset is reviewed and
adjusted if appropriate at the end of each reporting period. If the expectations differ from
1.3 Significant judgements and sources of estimation uncertainty previous estimates, the change is accounted as a change in accounting estimate.
In preparing the annual financial statements, management is required to make estimates 1.3.4. Trade receivable
and assumptions that affect the amounts represented in the annual financial statements
and related disclosures. Use of available information and the application of judgement is The Authority assesses its trade receivables for impairment at the end of each reporting
inherent in the formation of estimates. Actual results in the future could differ from these period. In determining whether an impairment loss should be recorded in the surplus or
estimates which may be material to the annual financial statements. Significant judgements deficit, the Authority makes judgement as to whether there is observable data indicating
include: a measurable decrease in the estimated future cash flows from the financial asset. The
impairment (or loss allowance) for trade receivables is calculated on a portfolio basis,
1.3.1. Impairment of non-financial assets except for individually significant trade receivables, which are assessed separately. The
impairment test on the portfolio is based on historical loss ratios, adjusted for national and
The Authority reviews and tests the carrying value of assets when events or changes in industry-specific economic conditions and other indicators present at the reporting period
circumstances suggests that the carrying amount may not be recoverable. When such that correlate with defaults on the portfolio. These annual loss ratios are applied to loan
indicators exists, management determine the recoverable amount by performing value balances in the portfolio and scaled to the estimated loss emergence period.
in use and fair value calculations. These calculations require the use of estimates and
Business and Intellectual Property Authority 110 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies
Leases
The Authority exercises judgement in classifying leases in line with IPSAS 42 as set out in 1.5 Revenue from non-exchange transactions
note 1.8.
The following are revenues from non-exchange transactions:
1.4 Revenue from exchange transactions
• Annual duties
Revenue is recognised to the extent that the Authority has rendered services provided the • Fines, penalties
amount of revenue can be measured reliably and it is probable that economic benefits • Transfers - including grants, Gifts and Service-in-kind
associated with the transaction will flow to the Authority. Revenue is measured at fair value • Anniversary fines
of the consideration received or receivable, excluding trade discounts and rebates. • Waiver
Revenue from registrations, applications and amendments Revenue from non- exchange shall be measured at the amount of the increase in net assets
recognised by the entity. The measurement shall be based initially at fair value as at the
Revenue from registrations and applications comprise of business and intellectual property date of acquisition. When the Authority recognises an asset, it shall also recognise revenue,
registration fees charged upon registration. The business and intellectual property fees except to the extent that a liability is also recognised in respect of the same inflow. The
are charged as per the Regulation published in the Government Gazette, and the fees asset is recognised when it is probable that future economic benefit or service potential
are recognized at the point when the Authority has a present right to receive payment of associated with the asset will flow to the entity and that the fair value of the asset can be
fees for the registration and application of businesses and intellectual property. Transfer of measured reliably.
services is performed at a point in time.
1.6 Tax
Registrations of Trademarks, Patents and Industrial Designs
Tax expenses
Revenue transactions that arise as a result of trademark and designs annual fee per class
and patent maintenance fees and are charged as per the Regulation published in the The Authority is exempt from Income Tax in terms of section 16(1)(e)(i) of the Income Tax
Government Gazette and recognised over time when the trademark, patent and design Act No. 24 of 1981.
holder file a return to the Registrar of Patents, Trademarks and Designs. These fees are
raised in terms of the Regulations of the Industrial Property Act. 1.7 Property, plant and equipment
Investment income Property, plant and equipment are tangible items that:
Investment income comprise of interest income received. (a) Are held for use in the production or supply of goods or services, for rental to others,
or for administrative purposes; and
Interest income is accrued with reference to the principal amount outstanding, using the
effective interest method. (b) Are expected to be used during more than one reporting period.
Business and Intellectual Property Authority 111 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies
1.7 Property, plant and equipment (continued)
Property, plant and equipment is stated at historical cost less accumulated depreciation. Land and Building is being revalued at fair value at the date of revaluation less subsequent
Historical cost includes expenditure that is directly attributable to the acquisition of the depreciation and impairment subsequent measurement. Land is not depreciated.
items and impairment losses.
The residual value, depreciation method and useful life of each asset are reviewed only
Cost include costs incurred initially to acquire or construct an item of property, plant and where there is an indication that there has been a significant change from the previous
equipment and costs incurred subsequently to add to, replace part of, or service it. If a estimate.
replacement cost is recognised in the carrying amount of an item of property, plant and
equipment, the carrying amount of the replaced part is derecognised. The depreciation charge for each period is recognised in surplus or deficit unless it is
included in the carrying amount of another asset.
NOTE: Right of use of asset (building) has been classified (on the face of financial position The gain or loss arising from the derecognition of an item of property, plant and equipment
and notes) together with buildings in accordance with IPSAS 43.50 as part of early adoption is included in profit or loss when the item is derecognised. The gain or loss arising from the
of IPSAS 43.103. derecognition of an item of property, plant and equipment is determined as the difference
between the net disposal proceeds, if any and the carrying amount of the item.
Depreciation is provided using the straight- line method to write down the cost, less
estimated residual value over the useful life of the property, plant and equipment as follows: Capital work in progress is measured at cost less accumulated impairment.
Item Average useful life 1.8 Leases
Land Infinite
Leases are recognised, measure and presented in line with IPSAS 43
Buildings 3 - 50 years
Right-of-use assets 3 years
NOTE: The Authority opted for early adoption of IPAS 43
IT equipment 3 - 15 years
Motor vehicles 2 - 5 years The Authority recognises a right -of-use asset and lease liability at the commencement
Furniture and fixtures 5 - 10 years of the contract for all leases conveying the right to control the use of an identified assets
Office equipment 3 years for a period in time. The commencement date is the date on which the lessor makes an
Other Fixed Assets 2 - 10 years underlying asset available for use by a lessee.
If the major components of an item of property, plant and equipment have significantly The right-of-use assets are initially measured at cost, which comprise:
different patterns of consumption of economic benefits, the cost of the asset is allocated to
its major components and each such component is depreciated separately over its useful (a) the amount of the initial measurement of the lease liability
life.
Business and Intellectual Property Authority 112 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies
1.8 Leases (continued)
The lease term determined by the Authority comprises:
(b) any lease payments made at or before commencement date, less any lease
incentives
(a) non-cancellable period of lease contracts
(c) any initial direct costs incurred by the lessee
(b) periods covered by an option to extend the lease, if the lessee is reasonably
(d) an estimate of costs to be incurred by the lessee in dismantling and removing the
certain to exercise that option;
underlying assets or restoring the site on which the assets are located.
(c) periods covered by an option to terminate the lease, if the lessee is reasonably
certain to exercise that option;
After the commencement date the right-of-use assets are measured at cost less any
accumulated depreciation and any impairment losses and adjusted for re-measurement
After the commencement the Authority measures the lease liability:
of the lease liability.
(a) increasing the carrying amount to reflect the interest on the lease liability
If the lessor transfers ownership of the underlying asset to the Authority by the end of the
(b) reducing the carrying amount to reflect the lease payments made, and
lease term or if the lease agreement of the right-of-use asset reflects that the Authority will
(d) remeasuring the carrying amount to reflect any assessment or lease
exercise a purchase option, the Authority depreciates the right-of-use asset using straight-
modifications
line method from the transfer date or exercise option date to the end of the useful life of
the underlying asset.
1.9 Intangible assets
The lease liability is initially measured at the present value of the lease payments that are
An intangible assets is recognized if, and only if:
not paid at that date. These include:
(a) It is probable that the expected future economic benefits or service potential that are
(a) fixed payments, less any lease incentives;
attributable to the asset will flow to the entity; and
(b) variable lease payments that depend on an index or rate, initially measured using
the index or rate as at the commencement date;
(b) The cost or fair value of the asset can be measured reliably.
(c) amounts expected to be payable by the lessee under residual value guarantees;
(d) payments of penalties for terminating the lease, if the lease term reflects the
An intangible assets is measured initially at cost. Where an intangible asset is acquired
lessee exercising an option to terminate the lease term.
through a non-exchange transaction, its initial cost at the date of acquisition, is measured
at its fair value as at that date.
The lease payments exclude variable elements which are dependent on external factors.
Variable lease payments not included in the initial measurement of the lease liability are
An intangible asset is regarded as having an indefinite useful life when, based on all relevant
recognised directly in surplus or deficit.
factors, there is no foreseeable limit to the period over which the asset is expected to
generate net cash inflows. Amortisation is not provided for the intangible assets, but they
The lease payments are discounted using the Authority’s incremental borrowing rate or
are tested for impairment annually, and whenever there is an indication that the asset may
the implicit rate in the lease contract.
be impaired. For all other intangible assets, amortisation is provided on a straight-line basis
over their useful life.
Business and Intellectual Property Authority 113 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies
1.9 Intangible assets (continued)
The amortisation period and the amortisation method for intangible assets are reviewed an impairment loss. An impairment loss is recognized immediately in surplus or deficit,
every period- end. Reassessing the useful life of an intangible asset with finite useful life unless the asset is carried at revalued amount in accordance with another Standard. Any
after it was classified as indefinite is an indicator that the asset may be impaired. As a result impairment loss of a revalued asset is treated as a revaluation decrease in accordance with
the asset may be tested for impairment and the remaining carrying amount is amortised that other Standard.
over its useful life.
When the amount estimated for an impairment loss is greater than the carrying amount of
After initial recognition, an intangible asset is carried at its cost less any accumulated the asset to which it relates, the Authority recognizes a liability if, and only if, that is required
amortization and any accumulated impairment losses. by another Standard.
Amortization is provided to write down the cost, less estimated residual value by equal After the recognition of an impairment loss, the depreciation (amortization) charge for the
installments over the useful life of the intangible assets, which is as follows: asset is adjusted in future periods to allocate the asset’s revised carrying amount, less its
residual value (if any), on a systematic basis over its remaining useful life.
Item Useful life
If there is any indication that an asset may be impaired, the recoverable amount is estimated
Computer software 5 years
for the individual asset. If it is not possible to estimate the recoverable amount of the
individual asset, the Authority determines the recoverable amount of the cash-generating
1.10 Impairment of cash-generating assets
unit to which the asset belongs (the asset’s cash-generating unit).
The Authority assesses at each reporting date whether there is any indication that an
Cash-generating units are identified consistently from period to period for the same asset
asset may be impaired. If any such indication exists, the entity estimates the recoverable
or types of assets, unless a change is justified.
amount of the asset.
The carrying amount of a cash-generating unit is determined on a basis consistent with the
Irrespective of whether there is any indication of impairment, the entity also:
way the recoverable amount of the cash-generating unit is determined.
(a) Tests an intangible asset with an indefinite useful life or an intangible asset not yet
In allocating an impairment loss, the Authority does not reduce the carrying amount of an
available for use for impairment annually by comparing its carrying amount with its
asset below the highest of:
recoverable amount. This impairment test may be performed at any time during the
reporting period, provided it is performed at the same time every year. Different intangible
(a) Its fair value less costs to sell (if determinable);
assets may be tested for impairment at different times. However, if such an intangible asset
was initially recognized during the current reporting period, that intangible asset shall be
(b) Its value in use (if determinable); and
tested for impairment before the end of the current reporting period.
(c) Zero
If, and only if, the recoverable amount of an asset is less than its carrying amount, the
carrying amount of the asset is reduced to its recoverable amount. That reduction is
Business and Intellectual Property Authority 114 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies
1.10 Impairment of cash-generating assets (continued)
Where a non-cash-generating asset contributes to a cash -generating unit, a proportion This impairment test may be performed at any time during the reporting period, provided
of the carrying amount of that non-cash-generating asset is allocated to the carrying it is performed at the same time every year. Different intangible assets may be tested for
amount of the cash-generating unit prior to estimation of the recoverable amount of the impairment at different times. However, if such an intangible asset was initially recognized
cash-generating unit. The carrying amount of the non-cash-generating asset reflects any during the current reporting period, that intangible asset is tested for impairment before
impairment losses at the reporting date that have been determined under the requirements the end of the current reporting period.
of the accounting policy on impairment of non-cash-generating assets.
If, and only if, the recoverable service amount of an asset is less than its carrying amount, the
After the requirements have been applied, a liability is recognized for any remaining amount carrying amount of the asset is reduced to its recoverable service amount. That reduction
of an impairment loss for a cash-generating unit if, and only if, that is required by another is an impairment loss. An impairment loss is recognized immediately in surplus or deficit,
standard. unless the asset is carried at revalued amount in accordance with another Standard. Any
impairment loss of a revalued asset is treated as a revaluation decrease in accordance with
The entity assesses at each reporting date whether there is any indication that an impairment that other Standard.
loss recognized in prior periods for an asset other than goodwill may no longer exist or may
have decreased. If any such indication exists, the entity estimates the recoverable amount When the amount estimated for an impairment loss is greater than the carrying amount
of that asset. of the asset to which it relates, the entity recognizes a liability if, and only if, that is required
by another IPSAS.
A reversal of an impairment loss for an asset other than goodwill is recognized immediately
in surplus or deficit, unless the asset is carried at revalued amount in accordance with After the recognition of an impairment loss, the depreciation (amortization) charge for the
another Standard. Any reversal of an impairment loss of a revalued asset is treated as a asset is adjusted in future periods to allocate the asset’s revised carrying amount, less its
revaluation increase in accordance with that other Standard. residual value (if any), on a systematic basis over its remaining useful life.
After a reversal of an impairment loss is recognized, the depreciation (amortization) charge The entity assesses at each reporting date whether there is any indication that an impairment
for the asset is adjusted in future periods to allocate the asset’s revised carrying amount, loss recognized in prior periods for an asset may no longer exist or may have decreased.
less its residual value (if any), on a systematic basis over its remaining useful life. If any such indication exists, the entity estimates the recoverable service amount of that
asset.
1.11 Impairment of non-cash-generating assets
An impairment loss recognized in prior periods for an asset is reversed if, and only if, there
The entity assesses at each reporting date whether there is any indication that an asset has been a change in the estimates used to determine the asset’s recoverable service
may be impaired. If any such indication exists, the entity estimates the recoverable service amount since the last impairment loss was recognized. If this is the case, the carrying
amount of the asset. amount of the asset is increased to its recoverable service amount. That increase is a
reversal of an impairment loss. The increased carrying amount of an asset attributable to
Irrespective of whether there is any indication of impairment, the entity also tests an a reversal of an impairment loss does not exceed the carrying amount that would have
intangible asset with an indefinite useful life or an intangible asset not yet available for use for been determined (net of depreciation or amortization) if no impairment loss had been
impairment annually by comparing its carrying amount with its recoverable service amount. recognized for the asset in prior periods.
Business and Intellectual Property Authority 115 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies
1.11 Impairment of non-cash-generating assets (continued) Classification
A reversal of an impairment loss for an asset is recognized immediately in surplus or deficit, Classification of financial assets
unless the asset is carried at revalued amount in accordance with another Standard. Any
reversal of an impairment loss of a revalued asset is treated as a revaluation increase in Classification and measurement as cash and cash equivalents
accordance with that other Standard.
Other financial assets consist of short-term investments invested in unit trusts. These
After a reversal of an impairment loss is recognized, the depreciation (amortization) charge short -term investments can be called at any given time. Financial instruments are initially
for the asset is adjusted in future periods to allocate the asset’s revised carrying amount, measured at fair value, with changes in fair value recognised in profit or loss, as they arise,
less its residual value (if any), on a systematic basis over its remaining useful life. unless restrictive criteria are met for classifying and measuring the asset at either amortised
cost or fair value through other comprehensive income, plus or minus transaction costs,
1.12 Financial instruments that are directly attributable to the acquisition or issue of the financial asset or a financial
liability.
Definitions
Classification, recognition and measurement as trade and other receivables
A financial instrument is any contract that gives rise to both a financial asset of one entity
and a financial liability or equity instrument of another entity. Trade receivables are amounts due from customers for goods sold or services performed
in the ordinary course of business. They are generally due for settlement within 30 days and
The amortized cost of a financial asset or financial liability is the amount at which the therefore are all classified as current assets. Trade receivables are recognised initially at
financial asset or financial liability is measured at initial recognition minus the principal the amount of consideration that is unconditional unless they contain significant financing
repayments, plus or minus the cumulative amortization using the effective interest method components, when they are recognised at fair value. The Authority holds the trade
of any difference between that initial amount and the maturity amount and, for financial receivables with the objective to collect the contractual cash flows and therefore measures
assets, adjusted for any loss allowance. them subsequently at amortised cost using the effective interest method.
An impairment gain or loss is recognized in surplus or deficit, and arises from applying the Impairment of financial assets
impairment requirements of IPSAS 41, Financial Instruments.
At each reporting date, the Authority assesses all financial assets, other than those at fair
A loss allowance is the allowance for expected credit losses on financial assets, lease value through profit or loss, to determine whether there is an objective evidence that a
receivables, the accumulated impairment amount for financial assets and the provision for financial asset or group of financial assets has been impaired.
expected credit losses on loan commitments and financial guarantee contracts.
Business and Intellectual Property Authority 116 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies (Continued)
1.12 Financial instruments (continued)
Classification of financial liabilities
• it is probable that an outflow of resources embodying economic benefits or service
Trade and other payables - Classification, Recognition and measurement
potential will be required to settle the obligation; and
• a reliable estimate can be made of the obligation.
Trade and other payables are classified as current liabilities and subsequently measured at
amortised cost. Trade and other payables are recognised when the Authority becomes a
The amount of a provision is the present value of the expenditure expected to be
party to a contractual provisions, and are measured at initial recognition, at fair value plus
required to settle the obligation.
transactional costs, if any, and are subsequently measured at amortised cost.
Provision for salary bonus
Trade and other payables expose the Authority to liquidity risk and possible to interest
risk.
Management provide for bonus compensation beyond annual remuneration to employees
as an incentive or reward for achieving certain predetermined individual targets of the
Derecognition of financial assets and liabilities
Authority.
Financial assets are derecognised when the rights to receive cash flows from the financial
Provision for leave pay
assets have expired or have been transferred and the Authority has transferred substantially
all the risks and rewards of ownership.
Management provide for leave days payout, which are compensated absences or
accumulating absences that are carried forward to the next period. Compensated absences
The Authority shall derecognise a financial liability (or a part of a financial liability) from its
that are earned in the current period and can be used in the following financial period are
statement of financial position when, and only when, it is extinguished. This happens when
accounted for as a liability in the period in which they are earned. However, compensated
the obligation specified in the contract is discharged or cancelled or expires.
absences such as maternity, paternity, sick leave and court leave would not be included as
part of the Authority’s provision for leave.
1.13 Prepayments
Contingent assets and contingent liabilities are not recognised. Contingencies are
Prepayments relate to the Client Notification System. The system notify the Authority’s
disclosed in note 26.
clients when service is delivered. The Authority subscribes on an annual basis to the system.
Prepayments are measured at amortised cost and are derecognised when the services to
1.15 Cash and cash equivalents
which the prepayment relate have been received.
Cash equivalents are short-term, highly liquid investments that are readily convertible
1.14 Provisions and contingencies
to known amounts of cash and which are subject to an insignificant risk of changes in
value. It includes investments that are short term (less than three months from the date of
Provisions are recognised when:
acquisition).
• the Authority has a present obligation as a result of a past event;
Business and Intellectual Property Authority 117 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies
1.15 Cash and cash equivalents (continued) 1.17 Translation of foreign currencies
Cash comprises cash on hand and demand deposits. Foreign currency transactions
Cash equivalents are held for the purpose of meeting short-term cash commitments rather Foreign currency transactions are translated into functional currency using the exchange
than for investment or other purposes rates at the dates of the transactions.
Cash and cash equivalents comprise bank balances, cash on hand, deposits held at call Foreign exchange gains and losses resulting from the settlement of such transactions, and
with banks and other short-term highly liquid investments with original maturities of three from the translation of monetary assets and liabilities denominated in foreign currencies at
months or less which are available on demand. year end exchange rates, are generally recognised in surplus or deficit. They are deferred
in equity if they relate to qualifying cash flow hedges and qualifying net investment hedges
Some equity investments are included in cash equivalents when they are, in substance, or are attributable to part of the net investment in a foreign operation.
cash equivalents.
Foreign exchange gains and losses that relate to borrowings are presented in the statement
Bank overdrafts which are repayable on demand forms an integral part of the entity’s of surplus or deficit, within finance costs. All other foreign exchange gains and losses are
cash management activities, and as such are included as a component of cash and cash presented in the statement of surplus or deficit on a net basis within other gains/(losses).
equivalents.
Non- monetary items that are measured at fair value in a foreign currency are translated
1.16 Employee benefits using the exchange rates at the date when the fair value was determined. Translation
differences on assets and liabilities carried at fair value are reported as part of the fair
Short-Term Employee Benefits value gain or loss.
The cost of short-term employee benefits (those payable within 12 months after the service For example, translation differences on non-monetary assets and liabilities such as equities
is rendered, such as leave pay and sick leave, bonuses and non-monetary benefits such held at fair value through surplus or deficit are recognised in surplus or deficit as part of
as medical care), are recognised in the period in which the service is rendered and are not the fair value gain or loss, and translation differences on non-monetary assets such as
discounted. equities classified as at fair value through other comprehensive income are recognised in
other comprehensive income.
The expected cost of compensated absences is recognised as an expense as the employees
render services that increase their entitlement or, in the case of non-accumulating The amount of foreign exchange differences recognised in surplus or deficit except for
absences, when the absence occurs. those arising on non monetary assets whose gains or loss is recognised in net assets, any
exchange component of gain or loss shall be recognised directly in net assets in accordance
The expected cost of bonus payments is recognised as an expense when there is a legal or with IPSAS 4.35.
constructive obligation to make such payments as a result of past performance
Business and Intellectual Property Authority 118 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Accounting Policies
1.18 Contributed capital 1.19 Revaluation reserve
On 27 August 2017, the BIPA established under section 21 Registration number The surplus arising from the revaluation of property, plant and equipment is credited to
21/2011/0482 ceased to exist and was subsequently replaced by BIPA established under a non- distributable reserve. The revaluation surplus is realised as revalued buildings are
the BIPA Act, 2016 (Act No. 8 of 2016), promulgated on 16 January 2017. All assets and depreciated, through a transfer from the revaluation reserve to the accumulated surplus/
liabilities belonging to the BIPA section 21 was transferred to the BIPA established by the deficit. On disposal, the net revaluation surplus is transferred to the accumulated surplus/
Act. deficit while gains or losses on disposal, based on revalued amounts, are credited or
charged to the statement of financial performance.
The Net capital contribution to the BIPA established by the Act recognised in the books
amounted to N$34,491,766, which is capital injected by the Government of Namibia,
therefore this amount is recognised as contribution.
Business and Intellectual Property Authority 119 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
2. New standards and interpretations • It substantially carries forward the lessor accounting in IPSAS 13. However, IPSAS 43
also provides additional guidance and clarifications to help with applying the risks
2.1 Standards and interpretations issued, but not yet effective and rewards model incidental to ownership.
The entity has not applied the following standards and interpretations, which have been • It requires recognizing right-of-use assets and its related lease liabilities for all sale
published and are mandatory for the entity’s accounting periods beginning on or after 1 and leaseback transactions.
April 2025 or later periods:
• It also includes additional guidance in several areas of lease accounting.
Standard/ Interpretation: Effective date: Expected impact:
Years beginning on or after For lessees, IPSAS 43 introduces a right-of-use model that replaces the risks and rewards
incidental to ownership model in IPSAS 13, Leases. For lessors, IPSAS 43 substantially
carries forward the risks and rewards incidental to ownership model in IPSAS 13.
• IPSAS 47: Revenue 1 January 2026 Due to the complexity, the
impact has not been This standard is that the Standard sets out the principles for the recognition, measurement,
presentation and disclosure of leases. The objective is to ensure that lessees and lessors
ascertained.
provide relevant information in a manner that faithfully represents those transactions.
• IPSAS 46: Measurement 1 January 2025 Due to the complexity, the This information gives a basis for users of financial statements to assess the effect that
impact has not been leases have on the financial position, financial performance and cash flows of an entity.
An entity shall consider the terms and conditions of contracts and all relevant facts and
ascertained.
circumstances when applying this Standard. An entity shall apply this Standard consistently
• IPSAS 45: Property, Plant 1 January 2025 Due to the complexity, the to contracts with similar characteristics and in similar circumstances.
and Equipment impact has not been
ascertained. It furthermore covers: Definitions, Recognition Exemptions, Identifying a Lease: Separating
Components of a Contract, Lease Term, Lessee Accounting, Lessor Accounting, Sale and
IPSAS 43: Leases Leaseback Transactions, Sale and Leaseback Transactions, Effective Date and Transition,
Withdrawal and Replacement of IPSAS 13, Application Guidance, Amendments to Other
IPSAS 43 IPSASB at a glance extract: The purpose of Phase One of the IPSASB’s Leases IPSAS, Basis for Conclusions, Illustrative Examples, as well as Comparison with IFRS 16 and
project is to develop a new Leases Standard aligned with IFRS 16, GFS.
Leases to replace IPSAS 13, Leases. The effective date of the standard is for years beginning on or after 1 January 2025.
• It introduces the right-of use model for lessees, which distinguishes the right to use The entity has early adopted the standard for the first time since 2024 annual financial
an underlying asset (which the lessee controls) and the underlying asset itself (which statements. Refer to accounting policy number 1.7 and 1.8
the lessee does not control).
Business and Intellectual Property Authority 120 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
3. Annual duties
Annual Duties - Close Corporations 8,892,485 16,497,803
Annual Duties - Companies 52,747,012 61,563,188
Waiver 57,472,213 9,692,693
119,111,710 87,753,684
4. Transfers from other government entities
Government Grants - MITSMED 10,272,932 1,800,000
Financial Intelligence Centre/MOF 1,553,862 -
11,826,794 1,800,000
5. Service charges
Trade marks and patents related fees 10,238,912 10,534,498
Company registration and amendments 2,029,683 2,001,626
Other registrations 4,700 1,130
Registration of Trademarks 2,665,758 3,085,256
Close corporations registrations and amendments 3,343,183 3,166,095
18,282,236 18,788,605
6. Other income
File Request Copies fees 443,852 420,415
General Industrial Property 300 -
Industrial Design fees - 120
Copyright fees 4,907 800
Sundry income 49,662 565,031
498,721 986,366
Business and Intellectual Property Authority 121 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar Note(s) 2025 2024
7. Interest received
Bank and other cash 2,116,166 969,131
Interest Received - Investments 3,497,104 3,222,975
5,613,270 4,192,106
8. Employee related costs
Salaries and wages 64,811,890 61,205,344
Bonus 12,000,000 -
Medical aid 2,886,870 2,600,447
Social Security commission 395,469 298,989
Defined contribution plans 7,955,297 7,751,862
Overtime payments 940,463 501,415
Internship Allowance 241,763 89,976
89,231,752 72,448,033
9. Depreciation and amortisation expense
Property, plant and equipment 6,902,517 6,477,113
Included in the depreciation expense is N$3 577 168 (2024:N$3 176 566) of Right of use asset of building.
Business and Intellectual Property Authority 122 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
10. General expenses
ARIPO Specific contribution 862,108 881,773
Advertising 1,011,958 1,152,304
Auditors remuneration 580,157 537,915
Bank charges 833,577 541,784
Bar coding file retrieve other 2,494,948 1,014,069
Cleaning 268,996 120,474
Computer expenses 3,447,220 2,721,526
Conferences and seminars 136,042 98,550
Consulting and professional fees 3,046,881 4,319,734
Corporate Registers forum (CRF) 10,789 34,834
Electricity 864,693 661,029
Entertainment 4,799 172,815
Insurance 325,731 247,191
Lease rentals on operating lease 975,271 747,159
Motor vehicle expenses 245,958 156,550
Other expenses 1,702,407 156,807
Postage and courier 310,342 173,460
Printing and stationery 1,016,066 1,086,783
Promotions 297,553 42,747
Repairs and maintenance 396,766 546,604
Security 433,326 548,956
Silnam Support Services 2,438,000 2,208,000
Staff welfare 578,678 186,909
Stakeholder Engagements 66,628 10,500
Subscriptions and membership fees 45,992 733,891
Telephone and fax 1,626,709 1,776,316
Training 416,922 223,654
Travelling expenses 6,067,147 3,882,301
WIPO contribution 59,095 59,497
Waiver other expenses 1,565,549 835,568
World IP Day 241,306 1,055,904
32,371,614 26,935,604
Business and Intellectual Property Authority 123 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
11. Finance costs
Lease liabilities 397,916 282,381
12. Auditors’ remuneration
Audit Fees 580,157 537,915
13. Gains and losses on foreign exchange
Trade and other payables (185,833) 34,288
14. Cash and cash equivalents (Level 1)
Cash on hand 126 126
Bank balances 51,869,203 30,779,068
51,869,329 30,779,194
Business and Intellectual Property Authority 124 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
15. Receivables from exchange transactions (Level 1)
Trade debtors 36,482 36,482
Employee costs in advance 433,353 430,541
Deposits 215,700 204,200
Prepaid expenses 269,771 295,646
ARIPO receivable 3,336,487 2,349,336
WIPO receivable 4,888,959 4,407,322
Recoverable expenses- ARIPO & AFRI Pi 125,450 125,450
Loss allowances (10,598) (8,077)
9,295,604 7,840,900
Split between current and non-current portions
Current assets 9,295,604 7,840,900
Exposure to credit risk
2025 2024
Loss
Estimated Loss allowance Estimated
allowance
gross carrying (Lifetime gross carrying (Lifetime
amount at expected amount expected
Expected credit loss rate: default credit loss) at default credit loss)
More than 120 days past due: 1% (2024: 1%) 8,441,146 (8,841) 7,848,977 (8,077)
Business and Intellectual Property Authority 125 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
Exposure to currency risk
ARIPO and WIPO receivables are exposed to foreign currency of US dollar and Swiss Franc, and the sensitivity analysis is disclosed in note 31.
Namibia Dollar 8,225,446 7,594,848
16. Receivables from non-exchange transactions
Trade debtors 7,764,830 -
Loss allowance (75,856) -
7,688,974 -
Current assets 7,688,974 -
Exposure to credit risk
2025 2024
Estimated Loss allowance Estimated Loss allowance
gross carrying (Lifetime gross carrying (Lifetime
amount at expected amount at expected
Expected credit loss rate: default credit loss) default credit loss)
Not past due: 0.1% (2024: 0.1%) 7,801,312 (78,013) - -
Business and Intellectual Property Authority 126 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
17. Investments at fair value (Level 1)
Categorisation of investments at fair value according to IPSAS 41 Financial instruments
Debt investments at fair value through surplus or deficit 52,052,202 40,614,397
Designated at fair value through surplus or deficit:
Capricorn Asset Management (Pty) Limited 41,447,407 40,614,397
Namibia Post Limited 10,604,795 -
Current assets 52,052,202 40,614,397
18. Property, plant and equipment
2025 2024
Cost / Accumulated Carrying Cost / Accumulated Carrying
Valuation depreciation value Valuation depreciation value
Land and Buildings 25,968,987 (1,931,758) 24,037,229 22,658,255 (8,646,659) 14,011,596
Furniture and fixtures 2,986,461 (1,641,376) 1,345,085 3,012,609 (1,401,186) 1,611,423
Motor vehicles 2,924,791 (1,294,209) 1,630,582 2,795,791 (896,292) 1,899,499
Office equipment 719,237 (593,477) 125,760 719,237 (538,923) 180,314
IT equipment 5,287,083 (3,831,477) 1,455,606 5,411,624 (3,436,012) 1,975,612
Other property, plant and equipment 9,194,577 (3,248,104) 5,946,473 8,383,075 (2,654,271) 5,728,804
Total 47,081,136 (12,540,401) 34,540,735 42,980,591 (17,573,343) 25,407,248
Business and Intellectual Property Authority 127 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
18. Property, plant and equipment (continued)
Reconciliation of property, plant and equipment - 2025
Opening Additions Disposals Revaluation Other changes, Depreciation Total
balance surplus movements
Land and Buildings 14,011,596 13,232,787 - 386,013 - (3,593,167) 24,037,229
Furniture and fixtures 1,611,423 - (8,301) - - (258,037) 1,345,085
Motor vehicles 1,899,499 129,000 - - - (397,917) 1,630,582
Office equipment 180,314 - - - 341 (54,895) 125,760
IT equipment 1,975,612 196,700 (28,342) - - (688,364) 1,455,606
Other property, plant and equipment 5,728,804 811,501 - - - (593,832) 5,946,473
25,407,248 14,369,988 (36,643) 386,013 341 (5,586,212) 34,540,735
Reconciliation of property, plant and equipment - 2024
Opening Additions Revaluations Depreciation Total
balance
Land and Buildings 16,769,621 - 434,538 (3,192,563) 14,011,596
Furniture and fixtures 1,349,333 491,435 - (229,345) 1,611,423
Motor vehicles 799,457 1,330,552 - (230,510) 1,899,499
Office equipment 197,508 104,511 - (121,705) 180,314
IT equipment 1,124,168 1,401,558 - (550,114) 1,975,612
Other property, plant and equipment 6,243,189 63,348 - (577,733) 5,728,804
26,483,276 3,391,404 434,538 (4,901,970) 25,407,248
Land and Buildings consist of a certain Erf no. 8681 (A portion of Erf 1575), Windhoek, Registered Government title No. T.3063/2020. The property was valued by RMC Property Services CC
on 23 April 2025. Land valued at N$ 12,736,200. Management has approximated this amount as the value of Land and Buildings as at the reporting date.
Business and Intellectual Property Authority 128 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
19. Intangible assets
2025 2024
Carrying
Cost / Accumulated Cost / Accumulated Carrying
value
Valuation amortisation Valuation amortisation value
and and
accumulated accumulated
impairment impairment
Computer software
8,930,364 (7,483,617) 1,446,747 7,875,719 (6,167,309) 1,708,410
Reconciliation of intangible assets - 2025
Opening Additions Amortisation Total
balance
Computer software 1,708,410 1,054,645 (1,316,308) 1,446,747
Reconciliation of intangible assets - 2024
Opening Amortisation Total
balance
Computer software 3,283,554 (1,575,144) 1,708,410
Business and Intellectual Property Authority 129 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
20. Payables under exchange transactions (Level 1)
Trade payables 6,154,891 5,782,093
Accrued leave pay 6,357,421 9,276,080
Accrued bonus 12,000,000 -
Accrued expenses 126,608 331,855
24,638,920 15,390,028
21. Lease liabilities
Minimum lease payments due
- within one year 4,213,774 2,031,279
- in second to fifth year inclusive 8,791,253 -
13,005,027 2,031,279
less: future finance charges (1,110,233) (37,224)
Present value of minimum lease payments 11,894,794 1,994,055
Present value of minimum lease payments due
- within one year 3,534,429 1,994,055
- in second to fifth year inclusive 8,360,365 -
11,894,794 1,994,055
Non-current liabilities 8,360,365 -
Current liabilities 3,534,429 1,994,055
11,894,794 1,994,055
Business and Intellectual Property Authority 130 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
21. Lease liabilities (continued)
The Authority leases various equipment and office buildings. All have a fixed term lease periods of three years. The lease terms are negotiated differently and have different terms of
conditions. Extensions and termination are explicitly included. Right-of-use leases asset are depreciated at the shorter of asset’s useful life and the lease term on a straight line basis. The
Authority use the discount factor of applicable Namibia’s prime rate plus credit risk at inception or effective date of modification.
The Authority leases a building from PZN for carrying out its mandate. The lease agreement is for a period of three (3) years, starting 1 November 2024, ending 31 October 2027 with an
annual escalation of 8% and 7% respectively. The right-of-use asset has been recognised as part of the buildings, see note 18.
22. Contributed capital
On 27 August 2017, the BIPA established under section 21 Registration number 21/2011/0482 ceased to exist and was subsequently replaced by BIPA established under the BIPA Act, 2016
(Act No. 8 of 2016), promulgated on 16 January 2017. All assets and liabilities belonging to the BIPA section 21 was transferred to the BIPA established by the Act.
Issued
Contribution by government 34,491,766 34,491,766
23. Revaluation reserve
Opening balance 618,388 183,850
Change during the year 386,012 434,538
1,004,400 618,388
Business and Intellectual Property Authority 131 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
24. Cash generated from operations
Surplus 31,360,641 7,524,955
Adjustments for: 6,902,517 6,477,113
Depreciation and amortisation expense (2,918,660) -
Loss/gain on leave provision 185,833 (34,288)
Gain (loss) on foreign exchange 397,916 282,381
Finance costs - Finance leases 78,377 (87)
Debt impairment - (477)
Cash portion of adjustments to accumulated surplus (3,497,100) -
Interest received(Investments) 1,553,862 -
FIC grant-beneficial ownership funding (MER) - -
Non-cash investing and financing activities 352,841 -
- Adjustment to opening balance (1,454,706) 658,161
Changes in working capital:
Receivables from exchange transactions (78,377) 87
Trade debtors (7,688,974) -
Other receivables from non-exchange transactions 9,464,327 (2,116,040)
Payables under exchange transactions
Cash generated from operations 34,658,497 12,791,805
Business and Intellectual Property Authority 132 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
25. Changes in liabilities arising from financing activities Reconciliation of liabilities arising from financing activities - 2025
Opening Additions Finance Total Changes Closing
balance costs changes from financing balance
cash flows
Finance lease liabilities 1,994,055 12,892,866 397,916 13,290,782 (3,390,043) 11,894,794
Reconciliation of liabilities arising from financing activities - 2024
Opening Finance costs Total Changes Closing
balance changes (other from balance
than from financing
financing cash cash flows
flows)
Finance lease liabilities 5,279,947 282,381 282,381 (3,568,273) 1,994,055
Business and Intellectual Property Authority 133 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
nature will proceed to arbitration where costs are likely to increase.
26. Contingencies 27. First-time adoption of Accrual Basis International Public Sector
Accounting Standards
BIPA continues being exposed to legal risks. During the financial year under review the
following cases were noted: The entity uses fair value as deemed cost in its opening statement of financial position.
Below follows a table of related adjustments and other relating disclosures.
Case 1.
Transition Statement
Judgment in this matter was handed down on 30 April 2025. Pursuant to the judgment, a
cost order was granted against BIPA, jointly and severally with the appellants. The liability
arising from this order remains subject to the outcome of the taxation proceedings. The In its transition to cash basis IPSAS adoption, the Authority took advantage of exemptions
Authority currently projects that the costs to be incurred following taxation may amount to that affect fair presentation for reporting financial information as specified under IPSAS 33,
an estimated N$100,000. paragraph 36. As a result, the Authority is not able to make an explicit and unreserved
statement of compliance with cash basis IPSAS in preparing its Transitional IPSAS Annual
Case 2. Financial Statements for the reporting period ended 31 March 2025.
Civil proceedings in this matter are ongoing. The claim pertains to the recovery of an The Authority intends to recognise and/or measure its assets, and liabilities as specified in
amount of N$18,000,000 by the government, which was utilized for the purchase of Erf IPSAS 33 paragraphs 39, and 40 by 31 March 2026 where the relevant items are recognised
2870, Shire Street, as well as transfer duties amounting to N$2,160,000, which was paid by and/or measured in the financial statements in accordance with applicable or relevant
BIPA. The estimated potential financial implication to BIPA, whether as income or expense, IPSAS. Assets and liabilities have been reported in these transitional annual financial
is currently set at N$2,160,000. statements in accordance with the Authority’s newly adopted cash basis IPSAS and the
accounting policies applicable thereto.
Case 3.
IPSAS 33, paragraph 137 (a) requires that the Authority discloses progress made towards
The labour matter remains ongoing. The basis for the appeal is the alleged procedural recognising, measuring, presenting and/or disclosing assets, liabilities, revenue, and/
unfairness of the disciplinary hearing. BIPA anticipates an estimated payment of N$100,000 or expenses in accordance with adopted and applicable IPSAS. The Authority intends to
to the legal practitioners for services rendered in relation to this matter. transition to accrual IPSAS by end of third year. Management shall make use of relevant
IPSAS in future transactions as when they become necessary.
Case 4.
This is a labour matter that is currently under the Office of the Labour Commissioner for
dispute resolution. The estimated costs currently relate to legal fees for instructed lawyer
representing the Authority in the matter and possible settlement costs. Failing which the
Business and Intellectual Property Authority 134 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
28. Related parties
Relationships
Board of Directors Refer to directors’ report note 3
Key Management Executives and Company Secretary
Government Ministry of Finance and Public Enterprises
Line Ministry / Government Ministry of Industries, Mines and Energy (“MIME”)
Treasury / Government Ministry of Finance and Public Enterprises
Member State African Regional Intellectual Property Organisation
(ARIPO)
Member State World Intellectual Property Organisation (WIPO)
Member State Corporate Registers Forum (CRF)
Ainna Kaundu Acting Chief Executive Officer
Veneranda Shoombe Executive - Information Communication Technology
Frieda Mokotjomela Executive - Corporate Services
Raphael Likando Executive - Business Registration Services
Ockert B. Jansen Executive: Marketing, Corporate Communication and
Client Service Management
Related party balances
Amounts included in Trade receivable (Trade Payable) regarding related parties
Receivable - African Intellectual Property Organisation (ARIPO) 3,336,487 2,349,336
Receivable - World Intellectual Property Organisation (WIPO) 4,888,959 4,407,322
Executive Management (1,603,884) (1,333,567)
These balances are not secured.
Business and Intellectual Property Authority 135 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
28, Related parties (continued)
Related party transactions
Service fees to related parties
Share of fees - African Intellectual Property Organisation (ARIPO) 5,985,391 6,165,248
Share of fees - World Intellectual Property Organisation (WIPO) 4,253,521 4,369,250
Operating expenses
Members contribution - African Intellectual Property Organisation (ARIPO) (862,108) (881,773)
Payments to World Intellectual Property Organisation (WIPO) (59,095) (59,497)
Corporate Registers Forum (CRF) membership contribution (10,789) (34,834)
State-Owned Enterprise CEO forum membership contribution (25,734) (20,000)
Government transfers
Ministry of Industries, Mines and Energy 10,272,932 1,800,000
Financial Intelligence Centre/MOF 1,553,862 -
Business and Intellectual Property Authority 136 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
Remuneration of management Management class: Executive management
Basic salary Medical Post- Housing Travel/ SSC Back pay Other Total
benefit employment allowance Vehicle payouts-
termination
benefits allowance
termination
benefits
Name
Chief Executive Officer 474,522 56,819 64,274 215,105 114,906 567 523,090 1,658,399 3,107,682
Other executives (6) 5,594,612 275,068 594,174 976,394 476,137 5,940 193,228 - 8,115,553
6,069,134 331,887 658,448 1,191,499 591,043 6,507 716,318 1,658,399 11,223,235
Travel/
Basic salary Bonuses and Medical Post- Housing SSC Back pay Total
Vehicle
performance benefit employment allowance allowance
related benefits
payments
Name
Chief Executive Officer 901,367 186,890 91,508 125,517 357,215 196,983 972 40,412 1,900,864
Other executives (6) 5,348,810 606,609 237,127 565,757 932,254 453,648 5,832 185,670 8,335,707
6,250,177 793,499 328,635 691,274 1,289,469 650,631 6,804 226,082 10,236,571
Business and Intellectual Property Authority 137 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
29. Going concern 30. Events after the reporting date
In preparing the annual financial statements, the directors are responsible for assessing The directors are not aware of any material matter or circumstance arising since the end
the ability to continue as a going concern, disclosing, as applicable, matters related to of the financial year.
going concern, and using the going concern basis of accounting unless the directors or
shareholder (Government) either intend to liquidate the Authority or to cease operations The Ministry of Industrialisation and Trade (MIT) was abolished and BIPA was integrated
or have no realistic alternative but to do so. The going concern presumes that funds will into a new ministry - Ministry of Industries, Mines and Energy (MIME)
be available to finance future operations and that the realization of assets and settlement
of liabilities, contingent obligations, and commitments will occur in the ordinary course of 31. Financial instruments and financial risk management Categories
business. and Hierarchy of financial instruments Financial assets
Note(s) Fair value Amortised cost Total Fair value
through net
assets/equity -
Equity
instruments
Cash and cash equivalents (Level 1) 14 - 51,869,329 51,869,329 51,869,330
Receivables from exchange transactions (Level 1) 15 - 7,764,830 7,764,830 7,764,830
Receivables from non-exchange transactions 16 - 9,306,200 9,306,200 9,306,200
Investments at fair value (Level 1) 17 52,052,202 - 52,052,202 52,052,202
52,052,202 68,940,359 120,992,561 120,992,562
Business and Intellectual Property Authority 138 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
31. Financial instruments and financial risk management (continued)
Note(s) Fair value Amortised cost Total Fair value
through net
assets/equity -
Equity
instruments
Cash and cash equivalents (Level 1) 14 - 30,779,194 30,779,194 30,779,194
Receivables from exchange transactions (Level 1) 15 - 7,410,359 7,410,359 7,410,359
Investments at fair value (Level 1) 17 40,614,397 - 40,614,397 40,614,397
40,614,397 38,189,553 78,803,950 78,803,950
Financial liabilities
Note(s) Amortised cost Leases Total Fair value
Payables under exchange transactions (Level 1) 20 18,281,499 - 18,281,499 18,281,499
Lease liabilities 21 - 11,894,794 11,894,794 -
18,281,499 11,894,794 30,176,293 18,281,499
Note(s) Amortised cost Leases Total Fair value
Payables under exchange transactions (Level 1) 20 15,390,028 - 15,390,028 15,390,028
Lease liabilities 21 - 1,994,055 1,994,055 1,994,055
15,390,028 1,994,055 17,384,083 17,384,083
Business and Intellectual Property Authority 139 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
31. Financial instruments and financial risk management (continued) credit losses, and if not the loss allowance is based on 12 month expected credit losses.
Financial risk management Financial assets exposed to credit risk at year end were those as disclosed in note 14, 15
and 16.
Overview
The Authority’s exposure to credit risk is influenced mainly by individual characteristics of
The entity is exposed to the following risks from its use of financial instruments: each customer. However management limits its exposure to credit risk from receivables
with ARIPO and WIPO by frequently calling for funds to Namibia. The Authority monitors its
• Credit risk; rental deposits with landlords and requests refunds upon termination.
• Liquidity risk; and
• Market risk (currency risk, interest rate risk and price risk).
Liquidity risk
Credit risk
The Authority is exposed to liquidity risk, which is risk of failure to meet obligations as
Credit risk is the risk of financial loss to the Authority if a customer or counter-party to they fall through. The risk is managed through prudent cash management. The Authority’s
a financial instrument fails to meet contractual obligation and arises from other financial liabilities incurred and expected are aligned to the current cash available and expected
assets and trade receivables. cash inflows.
The Authority’s credit risk consists mainly of other financial assets, cash and cash At the end of the reporting period the Authority held other financial assets of N$52 052
equivalents and trade receivables. The Authority only deposits cash with major banks with 201 (note 17) and cash and cash equivalents amounting to N$51 869 329 (note 14) that
high quality credit standing and limits exposure to any one counter-party. The Authority are expected to readily generate cash inflows for managing liquidity risk. The Authority’s
trade receivables are from WIPO and ARIPO, and are recognised each time the share of cash and cash equivalents and other financial assets compared to current liabilities result
the Authority is calculated. The Authority manages the risk by calling the funds immediately in a ratio of 4.11:1. In addition to cash and cash equivalents and other financial assets, the
when the amounts due to the authority from ARIPO and WIPO are communicated by them. Authority has funds held in trust with ARIPO and WIPO which form part of trade and other
receivables, amounting to N$8 225 446 (note 15), which can be called in at any given time.
Credit loss allowances for expected credit losses are recognised for all trade and other
receivables but exclude staff advances and those measured at fair value through profit or The Authority manages its cash flows through detailed annual and revised quarterly cash
loss. The Authority’s management determines whether the credit loss allowance on trade flow projections to ensure the Authority is afloat.
and receivables should be calculated on a 12 month basis or a lifetime expected credit loss
basis. The determination depends on whether there has been a significant increase in the The maturity profile of the entity’s financial liabilities at 31 March 2025 based on contractual
credit risk since initial recognition. Management assesses if there has been a significant undiscounted and discounted payments are disclosed in note 20 and 21
increase in credit risk, then the loss allowance is calculated based on lifetime expected
Business and Intellectual Property Authority 140 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
31. Financial instruments and financial risk management (continued)
Foreign currency risk
Exposure in Namibia Dollar
Exchange rates
The following closing exchange rates were applied at reporting date:
Namibia Dollar per unit of foreign currency:
US Dollar 18.420 18.844
Swiss Franc 20.899 20.883
Foreign currency sensitivity analysis
Foreign exchange risk refers to the losses that an international financial transaction may Financial assets exposed to exchange are those from African Regional Intellectual Property
incur due to currency fluctuations. The Authority is exposed to foreign exchange risk, as the Organisation (ARIPO) and World Intellectual Property Organisation (WIPO) disclosed in note
entity has financial assets held in foreign currency which are translated into local currency 15.
in the annual financial statements. These foreign transactions include accrued income from
the international listing on trademarks, patents, industrial designs, utilities and copyrights. A one percent (1%) change in foreign exchange rate of Financial assets exposed will impact
Exchange risks are managed through preserving of foreign currency earned on said country the Authority’s surplus as follows:
and only bring them when exchange rates are favourable. The Authority does not hedge
itself against unfavourable exchange rates, as such it uses floating exchange rates.
Business and Intellectual Property Authority 141 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
31. Financial instruments and financial risk management (continued)
Increase or decrease in rate:
Impact on surplus or deficit:
2025 2024
Increase Decrease Increase Decrease
Accrued income - African Regional Intellectual Property 33,365 (33,365) 23,493 (23,493)
Organisation (ARIPO) US Dollars 1% (2024: 1%)
Accrued income - World Intellectual Property 48,890 (48,890) 44,073 (44,073)
Organisation (WIPO) Swiss Franc 1% (2024: 1%)
82,255 (82,255) 67,566 (67,566)
Cash flows interest rate risk is the risk that the future cash flows of a financial instrument high quality credit standing. The interest received on cash and cash equivalents at financial
will fluctuate because of changes in market interest rates. Fair value interest rate risk is institutions are minimal and therefore interest rate risk is identified as insignificant. Any
the risk that the value of a financial instrument will fluctuate because of changes in market interest rate achieved by the Authority is highly favourable, than keeping the funds idle.
interest rates.
Financial assets exposed to interest rate risk at 31 March 2024 are cash and cash equivalent
The Authority is exposed to various risks associated with the effect of fluctuations in the (note 14), and other financial assets (note 17).
prevailing levels of market rates of interest on its cash resources and investments. The cash
resources are managed to ensure that surplus funds are invested in a manner to achieve Interest rate sensitivity analysis
maximum returns while minimising risks. The Authority places its funds in fluctuating
interest earning call deposits which are adjusted on a short term basis based on changes The following sensitivity analysis has been prepared using a sensitivity rate which is used
in the prevailing market related rates. when reporting interest rate risk internally to key management personnel and represents
management’s assessment of the reasonably possible change in interest rates. All other
The Authority manages interest rate risk on short-term investments through investment variables remain constant. The sensitivity analysis includes only financial instruments
guidelines for all investments and the Authority invests with major banking institutions with exposed to interest rate risk which were recognised at the reporting date. No changes were
Business and Intellectual Property Authority 142 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Notes to the Annual Financial Statements
Figures in Namibia Dollar 2025 2024
31. Financial instruments and financial risk management (continued)
made to the methods and assumptions used in the preparation of the sensitivity analysis compared to the previous reporting period
An increase or decrease in interest rate by 1% is expected to impact the Authority’s surplus by N$1 039 215 (2024: N$713 936.
2025 2024
Increase Decrease Increase Decrease
Impact on surplus or deficit:
Cash and cash equivalent 1% (2024: 1%) 518,693 (518,693) 307,792 (307,792)
Other financial assets 1% (2024: 1% 520,522 (520,522) 406,144 (406,144)
1,039,215 (1,039,215) 713,936 (713,936)
Business and Intellectual Property Authority 143 ANNUAL REPORT 2024/2025
Public Enterprise established under the BIPA Act, 2016 (Act No. 8 of 2016)
ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Business and Intellectual Property Authority 144 ANNUAL REPORT 2024/2025
Business and Intellectual Property Authority 145 ANNUAL REPORT 2024/2025
HEAD OFFICE KATUTURA OFFICE BIPA REGIONAL OFFICE – ERONGO ONGWEDIVA OFFICE
PZN Building, 3 Ruhr Street Erf No: 2780, Shire street Sam Nujoma Avenue
Northern Industrial Area Wanaheda Erf No: 3147
Windhoek, Namibia Extension 2 Walvis Bay
P O Box 185, Windhoek Tel: 061 299 4452 Tel: 064 22017
Tel: 061 299 4400
Business and Intellectual Property Authority 146 ANNUAL REPORT 2024/2025