BIPA Integrated Strategic Business Plan 202122-202526
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INTEGRATED STRATEGIC
BUSINESS PLAN
2021/22
2025/26
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 1 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
Company’s General
Information Summary
Registered name of the public entity: Business and Intellectual Property Authority
(BIPA)
Registration Number/ Mandate: Business and Intellectual Protection Authority
Act, Act No. 8 of 2016
Registered office address: 3 Rühr Street, Northern Industrial Area
Windhoek, Namibia
Postal Address: P.O.Box 185, Windhoek
Contact telephone numbers: Tel: +264 61 299 4400
Fax: +264 61 401 061
Enquiries: Email: info@bipa.na
Website address: www.bipa.na
External Auditors Information: Auditor-General Namibia
c/o PwC Namibia
344 Independence Avenue, Windhoek
P O Box 1571, Windhoek, Namibia
Tel: +264 61 284 1000, Fax: +264 61 284 1001
Bankers Information: Bank Windhoek Limited
P.O Box 15, Windhoek, Namibia.
Head Office 119, Independence Avenue Windhoek
Company Secretary:
Tel: +264 299 4508
Room 206, BIPA Head Office
Table of Contents
LIST OF ABBREVIATIONS 5
1. BACKGROUND TO BIPA 12
1.1 The Establishment of BIPA 13
1.2 Governance Structures and the Board of Directors 16
1.3 Organisational Structure 19
1.4 Key Business Risks 21
2. THE COMPETITIVE LANDSCAPE 22
2.1 PESTLE Analysis 23
2.2 SWOT Analysis 25
3. BIPA’s INTEGRATED STRATEGIC BUSINESS PLAN 2021/22 – 2025/26 26
3.1 Executive Summary 28
4. THE BIPA STRATEGY 2021/22 – 2025/26 30
4.1 BIPA’s Core Values 32
4.2 Strategic Goals and Objectives – A Balanced Scorecard 32
4.2.1 Strategic Goal 1: Financial Sustainability 33
4.2.2 Strategic Goal 2: Stakeholders Confidence 33
4.2.3 Strategic Goal 3: Internal Process and Governance 33
4.2.4 Strategic Goal 4: Operational Excellence 33
4.3 Validating the Strategy against the SWOT Analysis 35
5. FIVE-YEAR BUSINESS IMPLEMENTATION PLAN 38
5.1 STRATEGIC MATRIX 39
5.2 Office of the CEO Business Plan 42
5.2.1 Records and Archiving Services 43
5.2.2 Business Strategy 43
5.2.3 Internal Audit, Risk and Investigations 43
5.3 Marketing, Corporate Communications and Client Services Business Plan 45
5.4 Operations Business Plan 47
5.4.1 Business Registrations Services Structure 47
5.4.2 Intellectual Property Services Structure 48
5.5 Finance and Administration, including the Investment Plan and Budget 50
5.6 Information and Communications Technology Business Plan 54
5.7 Human Capital Business Plan 55
5.8 Risk Management Plan 58
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY i INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
Table of FIGURES
Figure 1: Reporting structure 13
Figure 2: BIPA milestones 15
Figure 3: Diversity of the Board of Directors 16
Figure 4: BIPA governance structure 17
Figure 5: BIPA’s Management structure 19
Figure 6: Namibia's Ease of Doing Business ranking and score 22
Figure 7: SWOT analysis 23
Figure 8: BIPA Strategic intent 27
Figure 9: BIPA’s core values 28
Figure 10: Strategic Initiatives for the implementation of this ISBP 30
Figure 11: Office of the CEO, including Legal and COSEC departmental structure 37
Figure 12: Marketing, Corporate Communications and Client Management Services
departmental structure 40
Figure 13: Business Registrations Services departmental structure 42
Figure 14: Intellectual Property Services departmental structure 42
Figure 15: Finance and Administration departmental structure 43
Figure 16: IT departmental structure 47
Figure 17: Human Capital departmental structure 48
LIST of TABLES
Table 1: Strategic response to identified weaknesses in the SWOT analysis 31
Table 2: Corporate Strategy Matrix and KPIs 36
Table 3: Office of the CEO strategic objectives and initiatives 39
Table 4: Marketing strategic objectives and initiatives 41
Table 5: BRS and IPS strategic objectives and initiatives 43
Table 6: Finance strategic objectives and initiatives 44
Table 7: Estimated cost to implement strategic initiatives 45
Table 8: IT strategic objectives and initiatives 48
Table 9: HC strategic objectives and initiatives 49
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LIST OF ABBREVIATIONS
4IR Fourth Industrial Revolution
AFS Annual Financial Statement
ARIPO African Regional Intellectual Property Organisation
BIPA Business and Intellectual Property Authority
BRS Business Registration Services
CEO Chief Executive Officer
ERP Enterprise Resource Planning
EXCO Executive Committee
FDI Foreign Direct Investment
FY Financial Year
GRN Government of the Republic of Namibia
ICT Information and Communication Technology
IP Intellectual Property
IPS Intellectual Property Services
ISBP Integrated Strategic Business Plan
IT Information Technology
KPI Key Performance Indicator
MIT Ministry of Industrialisation and Trade
MoPE Ministry of Public Enterprises
NDP5 National Development Plan 5
NamCode Corporate Governance Code for Namibia
PESTEL Political, Economic, Social, Technological, Environmental and Legal
PE Public Enterprises
PEGA Public Enterprises Governance Act, 2019
SADC Southern African Community Development
SWOT Strength, Weakness, Opportunities and Threats
WIPO World Intellectual Property Organisation
WTO World Trade Organisation
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MINISTER’S Foreword
Hon. Lucia Iipumbu, MP.
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 6 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
I am privileged to submit the revised BIPA As stated earlier, its successes came at a price.
Integrated Strategic Business Plan for the financial As BIPA clients will know, the establishing of any
years 2021/2022 to 2025/2026. The Business and business or entity; goes hand in hand with teething
Intellectual Property Authority became operational problems, frustrations, obstacles and doubt. This
as a Public Enterprise (PE) with the promulgation of was the case with BIPA too. Nor the clients, or the
the BIPA Act (Act No. 8 of 2016) on 16 January 2017. authority, had an easy ride; but yet, here we are
today with four years behind us and a business plan
Despite many challenges, BIPA managed to establish for the upcoming five years.
itself as a key player in the advancement of Namibia’s
economy. We recognise that the authority is pivotal This business plan is aligned with MIT’s ‘Growth at
in fulfilling our country’s development goals, in Home’ strategy, with the main goal of easing the
line with Vision 2030, the National Development way Namibians do business. In 2020 the country
Plans, ‘Growth at Home’ strategy and the Harambee ranked 104th out of 190 on the Global Ease of Doing
Prosperity Plan. The Ministry of Industrialization and Business Index. At first glance, this appears like a
Trade (MIT), through its agencies; is responsible for dark, dismal cloud; however, there is also a silver
promoting economic growth, formulating policies, lining – namely, Namibia’s enormous potential to
ensuring an economic regulatory framework, grow. We not only have the capacity to improve
and advancing trade and investment. Within this our competitiveness within the Southern Africa
context, BIPA plays a crucial role. As the single most Development Community (SADC), but Namibia can
relevant institution for business and intellectual also make its mark in Africa, and I daresay, the world.
property registrations in Namibia; the authority is
tasked with creating a business environment that is For the next five years, the BIPA strategy will
conducive to trade and investment, both local and support this vision through four strategic themes
international. and 14 strategic objectives. The strategic themes
are designed to move the authority forward and put
Since 2017, the authority has come a long way. it on track to becoming an institution of excellence.
At this point in time, BIPA has achieved several Not only will BIPA make concerted efforts to enhance
successes, and I highlight only a few: its internal processes to the benefit of the clients;
• The authority now offers several of its services the authority will also strengthen its corporate
on-line via the Nambiz-portal, which was governance and risk management processes. These
launched on 16 December 2021. are vital corner stones to ensure the transparent
• The authority has managed to capture almost management of public resources and safeguarding
40% of its physical files onto its system as it of stakeholders. Furthermore, the authority will
works towards automation. also concentrate its resources on becoming fully
• BIPA is financially independent and received financially independent, enhancing stakeholder
minimal grants from government. confidence, and delivering operational excellence.
• The institution is also busy revising numerous
relevant acts, notably the Company’s Act, the It is with great excitement and high expectations
Closed Corporations Act, the Copyright and that I officially present this document.
Neighbouring Rights Protection Act and the
Industrial Property Act. The aim of these revisions
is to ensure that our regulatory frameworks are ..........................................................................
modernised and aligned with accepted practices Lucia Iipumbu, MP.
worldwide. MINISTER: INDUSTRIALISATION AND TRADE
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 7 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
OVERVIEW FROM THE
BOARD CHAIRPERSON
Riundja A. Kaakunga (Othy)
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 8 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
F or the years that I have been involved with the governance of BIPA, the authority has grown from
infancy into an established organisation. The transfer of systems and data between the Ministry of
Industrialization and Trade, and the newly established Business and Intellectual Property Authority
in 2017, came with numerous difficulties. However, today I am happy to note that the authority has
since then cemented its presence within Namibia’s business landscape.
The role of BIPA in promoting the Namibian economy cannot be emphasised enough. As the central
point for the registration, administration and protection of businesses, commercial and industrial
property rights; the authority unequivocally contributes to employment, wealth creation and
economic growth. This is not only achieved through its mandate to facilitate and promote the efficient
registration of businesses, but also through the enhancing of intellectual property rights in Namibia.
Through its business registration services, the authority serves as a conduit for economic growth
and development. Promoting a sound business landscape raises income, creates job opportunity,
reduces the wealth gap and expedites prosperity.
Furthermore, with the emergence of the knowledge economy, competitive advantage will depend
less on traditional factors of production, like land, natural resources and labour, and increasingly
more on the quality of talent, ideas and innovation. As a result, companies are looking to intellectual
property (IP) protection to gain an advantage in this competitive global marketplace. Intellectual
property is a legal vehicle for knowledge transfer and protection. It rewards creativity and incentivizes
innovations in various forms, including technologies, know-how, creative expressions, designs and
brands. IP plays an essential role in innovation by capturing the economic value of innovation -
thereby encouraging investment in research and development, or R&D, as well as encouraging
investment in innovation.
A highlight of BIPA’s progress regarding its promotion of the use of intellectual property in Namibia,
is the establishment of innovation hubs through the signing of relevant agreements with universities;
as well as its launch of the country’s National Intellectual Property Policy, in 2019. However, the
Integrated Strategic Business Plan as presented here for the next five years, will see marked
endeavours towards founding BIPA’s contribution towards a knowledge-based economy, integrating
intellectual property into the school curricula and the establishment of the IP Tribunal.
In further support of small and medium enterprises (SMEs), and the encouragement of
entrepreneurship; the authority will make sincere efforts to increase its stakeholder engagement,
and to enhance its automation and online registration services.
Through this strategy, and with the guidance from the Ministry and the Board, BIPA remains
committed to towards improved customer service delivery.
..........................................................................
Riundja A. Kaakunga (Othy)
BOARD CHAIRPERSON
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 9 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
MESSAGE FROM THE
CHIEF EXECUTIVE OFFICER
Vivienne Katjiuongua
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 10 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
F ollowing a tumultuous 2020, it is with great pleasure that BIPA can now submit its Integrated
Strategic Business Plan for the next five years. This follows on its first strategic plan, which was
developed in 2017 with the inception of the authority.
Even though the Covid-19 pandemic exposed several weaknesses in BIPA’s business operations,
it also offered the authority the opportunity to enhance its systems and client service. Therefore,
when the Board and Management of BIPA developed this strategic plan in December 2020, we took
cognisance of all the challenges that the authority experienced these past months. Our strategy is
not only customised towards that of Namibia’s industrial and trade policies, but also addresses the
key challenges that our clients are currently experiencing.
The golden thread running through our four strategic themes is BIPA’s vision to be the catalyst of
economic growth for a transformed business landscape and an innovative nation. This supports
the efforts of the Ministry of Industrialisation and Trade to develop Namibia’s economy towards
an efficient and competitive level. With this strategy, BIPA aims to develop the authority’s ICT
infrastructure, systems and databases to ensure the organisation is a trusted source of information
in attracting reputable collaboration partners to achieve its goal of an online one-stop shop for
government integrated services.
Although BIPA has been operating without significant grants by the Ministry, the revenue we
generated barely covered our operational expenses. Going forward, a key strategic goal is for BIPA
to become financially independent. We aim to do this by growing our revenue annually with 10%,
maintaining annual liquidity ratio standards, growing our assets and controlling expenses. Achieving
this objective will enable BIPA to improve its internal processes and governance to the benefit of
the authority’s stakeholders, which is another strategic theme. We believe this will be possible if we
enhance our process optimisation and ensure a reputable business and IP environment. The essence
of this theme lies in BIPA’s human capital; therefore BIPA will improve its employee engagement,
streamline its organisational structure and enhance the organisational culture. Furthermore, we
will concentrate our resources on the execution of a comprehensive IT strategy that will serve our
customers through excellence.
At this stage, I want to thank our clients and stakeholders who have undertaken this journey with us.
We recognise and appreciate your patience, feedback and support. I do not promise that the journey
of the next five years will be without difficulties, but I stick to the African belief: to go fast, go alone;
to go far, go together.
We are in this together.
..........................................................................
Vivienne Katjiuongua
CHIEF EXECUTIVE OFFICER
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 11 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
1.
BACKGROUND
TO BIPA
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1.1 The Establishment of BIPA
Business and Intellectual Property Authority (BIPA) officially became operational as a Public Enterprise
(PE) with the promulgation of the BIPA Act (Act No. 8 of 2016) on 16 January 2017. BIPA, as an
Association Not for Gain (Section 21) was deregistered on 25 August 2017.
BIPA is mandated to:
• facilitate economic growth and development to raise income and promote investment and create
employment;
• enhance the efficient protection of the business and Intellectual Property (IP) in Namibia;
• facilitate and promote the efficient and effective registration of business and industrial property
in Namibia;
• promote the conduct and use of business and intellectual property in Namibia;
• facilitate, streamline, simplify and harmonise the business and industrial property procedures,
registrations, filings and searches to expedite economic growth and development; and
• enhance the efficient exchange and distribution of information
BIPA was thus established to serve as the central point for the registration, administration and
protection of businesses, commercial and industrial property rights as well as the legal depository
of information, documents and data required. With the sincere hope that the establishment of BIPA
would see an increase in the number of not only registered but operational businesses, which should
in turn stimulate employment and wealth creation and economic growth.
The structure is illustrated below.
MINISTRY OF INDUSTRIALISATION AND TRADE
MINISTRY OF PUBLIC ENTERPRISES AUDITOR GENERAL
BIPA
Figure 1: Reporting structure
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Ministry of Industrialisation and Trade as the shareholder
“Growth at Home Strategy” is the theme chosen by the Ministry of Industrialisation and Trade (MIT)
(formerly known as the Ministry of Industrialization, Trade and SME development) to reinforce the
importance of accelerating economic growth, reducing income inequality and increasing employment.
MIT’s programmes are geared at removing supply side constraints, increase productive capacity,
and increase the competitiveness of Namibian industry in the domestic, regional and international
markets.
This Ministry is also responsible for promoting growth and development of the economy through
the formulation and implementation of appropriate policies to attract investment, increase trade,
develop and expand the country’s industrial base.
Particularly to BIPA, MIT is running an Investment Promotion Programme aimed at creating an enabling
environment for increased domestic and foreign direct investment to achieve sustainable economic
growth, employment and to improve Namibia’s competitiveness ranking in Africa and Southern
Africa Development Community (SADC). The secondary objective is to stimulate the development,
expansion and growth of investment by promoting Namibia as ideal investment location and to
formulate investment policies and strategies conducive for the attraction, retention and increase
levels of Foreign Direct Investment (FDI) and local private sector investment.
The Shareholder’s targets on this programme are to achieve an increase in the value of FDI, and to
achieve an improvement in the Namibia’s ranking in Africa to position five (5) Ease of Doing Business.
Business and Intellectual Property Authority (BIPA): The Genesis
One of the MIT‘s main functions of government is to create and ensure conditions and opportunities
for job creation, economic growth and socio-economic development.
The prime source of employment and growth in an economy is private sector investments and
business establishments. It is equally true that the ease with which an entrepreneur or investor can
set up and operate a business as well as the protection of industrial property rights are important
considerations in investment decisions. The ministry has championed the creation of BIPA to serve as
the one-stop-center for all business and Intellectual Property Services (IPS) registration and related
matters, on behalf of the government. Subsequently, the BIPA processes of business registration and
licensing is crucial, as an effective business registration system and processes will facilitate business
establishment, investment and growth of existing enterprises.
High-Level Historic achievements
BIPA has come a long way from being an administrative organisation with little or no regulatory focus;
an almost exclusively manual, paper-based process, resulting in capturing errors and lost documents;
and plagued by outdated and unreliable ICT infrastructure and ICT governance. Great strides have been
made with the modernisation of the organisation through the upgrading of its ICT infrastructure and
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the introduction of new and improved online services for company registration, name reservations,
annual returns, director and member changes, financial year-end changes, address changes, and
trademark, patent, design and copyright in film applications. BIPA plans to digitise all its business
processes to ensure ease, speed of transacting and availability anywhere in the world, 24/7.
Since establishment the following milestones has been achieved at BIPA.
Solidifying Busienss and Intellectual Property
organisational structure Authority Act, 2016 (Act 8 of 2016)
passed
60% IP Regulations drafted and BIPA Networks implemented at BRB,
submitted to MITSMED, exceeding ICT Department restructured to
target with 10% include specialist positions
20% Savings Opened office in Swakopmund,
(vs 5% target Budget variance), core Adopted IFRS
business functions segregated
55% of planned systems Overall costs reduced by 7%,
implemented, stakeholder processes re-ingineered and
engagements cemented controls improved
Members to the Industrial Property
Increased revenue by 38%, 3 business Tribunal appointed and Rules of the
registration processes auotmated, Tribunal drafted. Working Draft for
Doing business raking imrpoved the development of the new Copyright
Legislation in place
Figure 2: BIPA milestones
1.2 Governance Structures and the Board of Directors
BIPA was established by MIT, its line ministry, to provide public services to its customers and
stakeholders, and to protect the interests of the GRN (shareholder). In line with PEGA, BIPA will in
addition be reporting to and engage with Ministry of Public Enterprises (MoPE) on the governance
and compliance policy matters.
In terms of Corporate Governance, BIPA subscribes to the best practices outlined in governance
instruments including the Corporate Governance Code for Namibia (NamCode) and the Public
Enterprises Governance Act, 2019 (PEGA).
One of the key principles in good governance is the establishment of a unitary Board which reflects a
balance of power. In order to ensure that no one individual, or group of individuals yield unfettered
power on the Board, the shareholder appoints seven independent non-executives as Board
members for a three -year period to set the Company’s strategic direction and oversee the effective
implementation of good corporate governance practices. The Board of Directors reports to both the
MIT as the shareholder as well as to MoPE for statutory reporting.
BIPA’s directors are diverse in terms of gender and ethnicity and have a comprehensive understanding
of the industry as well as the business of BIPA and are willing to share and apply their wealth of
knowledge to ensure that BIPA creates value for its stakeholders and remains sustainable.
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BIPA Board Gender BIPA Board Ethnic
Diversity Diversity
14% 15%
14% 14%
29% 14%
Male Female Damara/Nama Silozi Tsana
Oshiwambo Otjiherero Other
Figure 3: Diversity of the Board of Directors
The Minister constitutes the Board of BIPA in terms of the relevant section of the founding act. It is thus
the shareholder’s expectation that the Board shall, in directing BIPA, exercise leadership, enterprise,
integrity and judgement based on transparency, fairness, accountability and responsibility, whilst at
all times acting ethically and considering its social responsibilities without compromising the natural
environment.
The Board is responsible for the strategic direction of BIPA and for the control of BIPA and exercises
its powers responsibly:
• In the best interests of BIPA with due regard to the interest of stakeholders of BIPA, and
• In compliance with Namibian legislation, principles of sound corporate governance and Board
policies.
Shareholder MITSMED
Board Board Members Board Secretary
Finance, Risk and Human Resources Strategy Projects Governance, Legal
Board Commitees Audit Committee and Remuneration and Procurement and Ethics
(FRAC) Committee (HRRC) Committee (SPPC) Committee (GLEC)
CEO
Figure 4: BIPA governance structure
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The Board may delegate matters to Committees of the
Board to oversee and address matter which require
detailed review or in-depth consideration without
abandoning its own responsibilities.
The list of Board Committees are as follows:
a) Finance, Risk and Audit Committee (FRAC)
b) Human Resource and Remuneration Committee (HRRC)
c) Strategy, Projects and Procurement Committee (SPPC)
d) Governance, Legal and Ethics Committee (GLEC)
From time to time, the Board may create ad hoc
committees to examine specific issues on behalf of the
Board.
The CEO directs the operational aspects of a company
whilst the board of directors oversees the company. The
CEO is responsible for the overall success of a business
entity and for making top-level managerial decisions.
The Company Secretary is required by law with the key
responsibility of ensuring that Board members have the
proper advice and resources for discharging their fiduciary
duties to shareholders. The Company secretary at BIPA is
also responsible for ensuring that the records, or minutes
of the Board’s actions during Board meetings, reflect the
proper exercise of those fiduciary duties. While the duty of
recording accurate and sufficient documentation to meet
legal requirements (record management) is of primary
importance. In addition, a confidante and resource to the
BIPA Board and senior management, providing advice and
counsel on board responsibilities and logistics.
During the initial four years since incorporation, BIPA
focused on establishing policies and practices that
strengthen its internal control environment to build a
sustainable enterprise, while simultaneously building
brand presence and recognition locally. Governance will
remain a key priority area as the Company expands over
the next five years, in pursuit of its strategic objectives.
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The legislations that regulates BIPA are.
BUSINESS AND INTELLECTUAL Founding act for the establishment of BIPA
PROPERTY AUTHORITY ACT,
(ACT 8 OF 2016)
PUBLIC ENTERPRISES Make provision for the efficient governance of public enterprises
GOVERNANCE ACT, 2019 and the monitoring of their performance; to make provision for
the restructuring of public enterprises; to provide for the powers
and functions of the Minister of Public Enterprises; and to make
provision for incidental matters
The following regulations are administered by BIPA:
COMPANIES ACT, (ACT 28 OF Registration of Companies, maintenance of data, governance
2004) of and disclosure by Companies regulation, disputes resolution,
education and information about all laws, non-binding opinions
and circulars, policy and legislative advice.
CLOSE CORPORATION ACT, Registration Close Corporations, maintenance of data, governance
(ACT 69 OF 1988) and regulate of and disclosure by close corporations.
INDUSTRIAL PROPERTY ACT, Provides for the establishment of an Industrial Property Office and
(ACT 1 OF 2012) the appointment of a Registrar of industrial property; to provide
for the grant, protection and administration of patents and utility
model certificates; to provide for the registration, protection and
administration of industrial designs; to provide for the registration,
protection and administration of trade marks, collective marks,
certification marks and trade names; to provide for the registration
of industrial property agents; to provide for the establishment of
an Industrial Property Tribunal
COPYRIGHTS AND Registration of Copyrights, maintenance of data, disputes
NEIGHBOURING RIGHTS resolution and provision of advice to the public.
PROTECTION ACT, (ACT 6 OF
1994)
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1.3 Organisational Structure
BIPA has about 144 staff members including contractors and interns in employment. The company
has three (3) divisions, and seven (7) departments. The departments are headed by Executives, who
have managers in their respective departments and are responsible for various areas of specialisation.
BIPA’s core business functions are the Business Registration and the Intellectual Property Services,
with the rest of the departments being support functions.
Board of Directors
Chief Executive Officer
Division: Records & Division: Internal Audits,
Division: Business Strategy
Archiving Services Risks and Investigations
Department: Department: Department: Department: Department: Department: Department:
Information & Legal & Company Human Capital Marketing Corporate Finance & Intellectual Business
Communication Secretary Services Management Communication & Administration Property Registrations
Technology Client Management Services Services
Service
Figure 5: BIPA’s Management structure
BIPA’s core business functions are the Business Registration and the Intellectual Property Services,
with the rest of the departments being support functions.
• The Business Registration Services (BRS) department is core to improving Namibia’s competitiveness
with the view of promoting commerce, trade and investments. The Department is responsible for
the, examination, registration, maintenance and custody of the legal documents filed by close
corporations, and companies. The duty of the department is to ensure uniform compliance with
the statutes governing the creation of these entities, record the information required to be kept as
a public record, and provide that information to the public when so required.
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• The core functions of the Intellectual Property Services (IPS) are to register and grant intellectual
property rights in Namibia. Furthermore, the office promotes the creation, use and protection of IP,
and contributes to the development of the domestic, regional and international IP legal frameworks.
The focus of the IPS remains the delivery of outstanding service to the customers through the
administration and registration of IP rights; to build an IP-conscious society through various targeted
stakeholder engagements; and to participate in the development and improvement of the IP legal
frameworks at national, regional and international levels.
• Office of the CEO has three divisions namely
• Business Strategy
• Internal Audit, Risk and Investigations
• Records and Archiving Services
• The Legal and Company Secretary Services plays a vital role in ensuring a robust Corporate
Governance environment. The legal team will work closely with other corporate services functions
to support the organisation’s customer facing and back office activities. The division deals with
compliance with company law, listing rules, shareholder agreements and regulatory requirements.
The company secretarial department also supports the boards and committees that form part of
the organisation’s governance structure, which allows BIPA to operate compliantly as an entity. In
addition, the company secretary advises the directors on their individual duties and obligations at
law and under the company’s governance documents.
• BIPA’s Human Capital Management department is responsible for managing the company’s human
capital to meet the established business objectives. The department is a support function that
focuses on attracting and retaining talent to guaranteeing the interests and well-being of employees.
• BIPA is on route to digitalise its environment and as such part of the priorities for the Information
Technology (IT) department is to oversee the procurement, implementation and maintenance of
technologies and systems within the company. IT is looking at data integration and automation
software that will make BIPA become more accessible and improve the turnaround time of its
services.
• Marketing, Corporate Communications and Customer Services deal with brand management,
and marketing including market research. The department is responsible for both internal and
external communications. Internally, the Marketing team coordinates the communication between
management and employees to ensure that the entire organization is marching toward the same
strategic goals and externally inform stakeholders, the media, and the general public about BIPA’s
products, services and developments.
• Finance and Administration department performs data analysis and advises senior managers on
revenue -maximizing and cost management initiatives. In addition, Finance is responsible for the
financial health of BIPA and manage financial reports, direct investment activities, and develop
strategies and helps the CEO in planning for the long-term financial goals of BIPA.
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1.4 Key Business Risks
Risk Management at BIPA requires a broad understanding of internal and external factors that can
impact achievement of strategic objectives in the integrated plan. Historically, risks to BIPA’s success
have been considered in reviewing the risk matrix. However, as the world in which we operate
becomes more complex and unpredictable, the corresponding risks and their potential impact have
increased (The World Economic Forum Global Risks Report).
BIPA has identified 10 key risks which are classified as either related to compliance, finance,
governance, operations, reputational or strategic risks. The risk causes and contributing factors are
similarly listed and will serve as indicators of the likelihood of the risk occurring.
In addition, BIPA looks at the impact of such risk should they not be controlled along with the existing
control measures. The agreed way forward illustrates how to manage the risks and is indicated.
Finally, the risks were ranked in terms of likelihood and their severity. Critical to BIPA’s risk register is
a review and reporting process to ensure risks are effectively assessed and appropriate risk responses
and controls are in place .The risk register will be updated on a quarterly basis and will be presented
at board meetings on recommendation from the Finance, Risk and Audit Committee (FRAC).
The Risk Register is attached to this document as an Annexure A.
CONTROL RISK
During this step, companies assess their
highest-ranked risks and develop a plan to
alleviate them using specific risk control
IDENTITY RISK
The company
identifies and defines
ASSESS RISK
potential risks that BIPA RISK The risk is then
may negatively
influence a specific
MANAGEMENT further evaluated
after determining the
company process or FRAMEWORK risks overall
project
likelihood of
occurrence combined
with its overall
consequence.
REVIEW CONTROLS
Following up on both the risks
and the plan to continuously monitoring
and track new and existing risks.
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2.
THE COMPETITIVE
LANDSCAPE
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2.1 PESTLE Analysis
The Doing Business 2020 study shows
that developing economies are catching 104 Namibia 61.4
up with developed economies in ease of
doing business ranking. The same study
found that some gaps in the ease of doing
business between developed and developing
economies remains wide. An entrepreneur
in a low-income economy typically spends
around 50 percent of the country’s per-capita
income to launch a company, compared with
just 4.2 percent for an entrepreneur in a high-
income economy. It takes nearly six times
as long on average to start a business in the
economies ranked in the bottom 50 as in the Figure 6: Namibia's Ease of Doing Business ranking and score
top 20. There is ample opportunity for developing economies such as Namibia, although classified as
an upper middle-income nation, to catch up with developed countries on most of the Doing Business
indicators. Performance in the area of legal rights, for example, remains weakest among low- and
middle-income economies.
Namibia is the 94 most competitive nation in the world out of 140 countries ranked in the 2018 edition
of the Global Competitiveness Report published by the World Economic Forum. The country has over
the years improved in ranking in terms of various competitiveness ranking indices, with a positive impact
of the perception of the country's image as an investment location. It is however established that one of
the main areas of weakness in the country’s competitiveness is the ease of doing business. In addition
to achieving national goals, an effective business and integrated business registration system would
enhance the country's competitiveness regionally and globally.
On the other hand, the growth of firms' IP portfolios poses several challenges for the management of
IP and the relevant authorities across the world, such as patent and trademark offices. Authorities are
struggling to keep pace with the increasing volume of IP right requests.
A variety of technological developments transform most companies' core functions and processes and
in future, companies will use these technologies for the management of their Intellectual Property
as a natural part of their business. As we embrace the 4th Industrial Revolution (4IR), companies are
confronted with new challenges due to changing environments and shorter innovation cycles in most
technological areas. To survive, they must adapt their management, creation, use and protection of IP.
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Pandemic influence on the environment
With millions around the globe feeling the impact of the global crisis, slower economic growth and job
losses, it is important to understand regulatory and policy constraints on entrepreneurs wanting to
start a formal business. To measure entrepreneurial activity, the World Bank Group Entrepreneurship
Snapshots (WBGES) during the pandemic and subsequent economic crisis – a cross-country, time-
series dataset on new firm registration in 112 countries was used. The main variable of interest is
“Entry Density”, defined as the number of newly registered limited liability firms as a percentage of
the working age population (in thousands).
The data show significant disparities across regions, ranging from an entry density of 0.58 in Sub-
Saharan African countries to 3.89 in high-income countries. In other words, there are on average
about four limited-liability firms registered annually per 1,000 working age individuals in high-income
countries, as compared to less than one firm per 1,000 individuals in developing countries. This
translates roughly to an average of 55,000 newly registered limited-liability firms per year in high-
income countries, relative to about 35,000 in Latin America, 14,000 in South Asia, and 9,000 in Sub-
Saharan Africa.
A forthcoming study (by Inessa Love) shows that dynamic business registration occurs in countries
that provide entrepreneurs with a stable political climate, greater financial depth, reduced red tape,
and modernized business registries. These results can both guide effective policy making and delivers
new capabilities for identifying the impact of reforms.
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2.2 SWOT Analysis
The SWOT analysis is a strategic planning technique to assist organisations identify the key internal
and external factors that impact its operations. The Strengths and Weaknesses are internal factors
that the company would have control of, whereas the Opportunities and Threats are external factors
that may have a strong influence and impact on the organisation’s operations and strategy and are
not within the organisation’s control.
Figure 7: SWOT analysis
BIPA has identified the factors listed above, with a strong focus of leveraging its Strengths and at the
same time aiming to improve on the Weaknesses to convert them to Strengths. BIPA has identified
good opportunities which, if taken advantage of will assist the organisation to reach some of its
planned objectives. Threats identified by BIPA will be monitored and mitigated as far as possible.
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BIPA INTEGRATED
STRATEGIC BUSINESS PLAN
2021/22 – 2025/26
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3.
bipa’s intergrated
strategic business plan
2021/22 - 2025/26
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3.1 Executive Summary
The BIPA Board of Directors together with the Executives and Management convened a strategic
planning initiative to move BIPA from a point of a developing PE to an established organisation. The
initiative resulted into the development of this five-year Integrated Strategic Business Plan (ISBP).
Most important in the strategic plan is the enhancement of implementation of the Company and
Intellectual Property Laws, which will contribute to the Ministry’s objectives to “develop and to diversify
the Namibian economy towards an efficient and competitive level”. The efforts in this plan are directed
at making it easy to do business in Namibia, with a focus on business registration and IP protection.
BIPA will embrace the Fourth Industrial Revolution (4IR), seeing the technology advancement as an
opportunity to improve customers’ experience and to make interactions as seamless as possible.
BIPA will ensure the understanding of the business environment by its customers, use relentless
innovations as the adopted strategy and collaborate with stakeholders to offer integrated services.
The strategic plan is igniting the need to digitalise BIPA’s business processes to ensure ease and speed
of transacting. The aim is to enhance our online system, ensuring that BIPA services are available and
accessible globally 24/7. BIPA will develop our ICT infrastructure, systems and databases to ensure
the organisation is a trusted source of information in attracting reputable collaboration partners to
achieve its goal of an online one-stop shop for government integrated services.
The COVID-19 pandemic affected businesses globally, as well as locally, thus affecting and negatively
impacting BIPA and its customers. To ensure sustainability and readiness to face challenges brought
by similar threats, BIPA crafted objectives that aim to address these whilst delivering on BIPA’s core
mandate.
The ISBP is a living document and guiding tool towards BIPA’s new strategic intent that comprise the
following high-level statements:
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To ensure the effective implementation of the strategy, four strategic themes were identified out of
which 14 strategic objectives were developed.
BIPA Balance Scorecard Stragetic Themes Themes and Objectives
FINANCIAL Growing Revenue by 10% Maintain Annual Liquidity Grow Assets
Manage Costs
SUSTAINABILITY annually Ratio Standards (Financial Position)
STAKEHOLDERS
Improved Customer Satisfaction Improved Stakeholder Relationships
CONFIDENCE
INTERNAL PROCESSES
Enhance Process optimisation Enhance Corporate Governance and Risk Ensure reputable Business and IP
AND GOVERNANCE Management environment
Fit-for-Purpose
OPERATIONAL A Competent A Conductive Ensure Successful
Employee Engagement Organisational
EXCELLENCE Workforce Organisational Culture delivery of IT Strategy
Structure
The strategy was developed after performing an environmental scanning which comprised of PESTLE
and SWOT analysis to identify external and internal factors that affect the BIPA current and future
business operations and sustainability.
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4.
the bipa strategy
2021/22 - 2025/26
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The new strategy is aligned to the MIT’s objectives to “develop and to diversify the Namibian economy
towards an efficient and competitive level”. The efforts in this plan are directed to making it easy to
do business in Namibia, with a focus on business registration and IP protection. The strategy was
developed according to the Balanced Scorecard methodology, however customised to suit the needs
of BIPA’s strategic intent.
BIPA Balanced Scorecard Strategic Themes and Objectives
FINANCIAL Growing Revenue Maintain Annual
Grow Assets
Liquidity Ratio Manage Costs
SUSTAINABILITY by 10% annually (Financial Position)
Standards
STAKEHOLDERS
Strategic Themes
Improved Customer Satisfaction Improved Stakeholder Relationship
CONFIDENCE
INTERNAL
Enhance Enhance Corporate Govern- Ensure reputable Business
PROCESSES AND
Process optimisation ance and Risk Management and IP environment
GOVERNANCE
OPERATIONAL Employee Fit-for-Purpose A Conductive Ensure Successful
A Competent
Organisational Organisational delivery of IT
EXCELLENCE Engagement Workforce
Structure Culture Strategy
Strategic Objectives
Figure 8: BIPA Strategic intent
This strategic plan is built on BIPA’s purpose and aligned to its mandate, the organisation has a
mission “we protect intellectual assets and make doing business possible in Namibia”. This is in line
with the functions of BIPA which are, to be the central focal point for the registration, administration
and protection of businesses, commercial and industrial properties rights (IPSs) as well to be the
legal depository of information, documents and data required to be lodged under the applicable
legislations. BIPA is further tasked with the provision of general advisory services and information
dissemination on business registration and IPSs.
BIPA’s vision is therefore “to be the catalyst of economic growth for a transformed business landscape
and an innovative nation”. BIPA is striving towards self-sustainability whilst successfully delivering on
its mandate. This vision is thus the North Star for BIPA to reach its envisioned future after successfully
delivering of this strategic plan over the next 5 years.
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4.1 BIPA’s Core Values
Having identified the vision to be the catalyst of economic growth for a transformed business
landscape and an innovative nation, BIPA revised its core values to refine its corporate identity. The
core values define who BIPA is, its corporate identity and the fundamental beliefs of the organisation.
The values therefore drive and govern the standards of behaviours and interaction with each other
and with all our stakeholders.
We accept the responsibilities entrusted to us
ACCOUNTABILITY and shall be answered for all our decisions and
actions
SERVICE Putting our customers first by providing quality
EXCELLENCE service with passion and excellence
Driven by Teamwork, embracing our Diversity and
TEAM building partnerships with our stakeholders
EMPOWERMENT Uplifting our staff, customers and our communities
Treating each other with Respect and being transparent
INTERGRITY in what we do and thereby creating trust.
Pursuing excellence by continuously
INNOVATIVE seeking/creating sustainable solutions
Figure 9: BIPA’s core values
4.2 Strategic Goals and Objectives – A Balanced Scorecard
BIPA crafted Goals and Objectives to ensure readiness to face foreseeable challenges en route to
becoming self-sustainable and to optimally deliver on its core mandate. Four (4) strategic themes
(also referred to as goals or Strategic Focus Areas) were identified out of which 14 strategic objectives
were developed to effectively implement the strategy.
These strategic themes and objectives have taken into consideration the environmental scanning and
factors identified, especially the Weaknesses, Opportunities and Threats from the SWOT Analysis.
Future trends and a high level benchmark with related organisations forms part of the considerations.
The strategic themes were developed according to the Balanced Scorecard methodology, however
customised to suit BIPA’s strategic intent.
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4.2.1 Strategic Goal 1: Financial Sustainability
BIPA aims to become a self-sustaining PE by improving its revenue generation. This will be implemented
through the following objectives:
• Growing Revenue by 10% annually
• Maintain Annual Liquidity Ratio Standards
• Grow Assets (Financial Position) and
• Manage Costs
The objectives will be implemented through four (4) strategic initiatives, as specified in the Corporate
Strategy Matrix.
4.2.2 Strategic Goal 2: Stakeholders Confidence
BIPA is mandated to provide services to its customers and collaborate with its stakeholders to deliver
value to its customers.
Therefore, two key strategic objectives were developed:
• Improved Customer Satisfaction
• Improved Stakeholder Relationships
The objectives will be implemented through three (3) strategic initiatives, as specified in the Corporate
Strategy Matrix.
4.2.3 Strategic Goal 3: Internal Process and Governance
To ensure that the organisation is able to meet the set customers and stakeholders’ objectives, BIPA
has planned to improve its internal processes and governance framework.
Three objectives were developed to this effect:
• Enhance Process Optimisation
• Enhance Corporate Governance and Risk Management
• Ensure reputable Business and IP environment
The objectives will be implemented through ten (10) strategic initiatives, as specified in the Corporate
Strategy Matrix.
4.2.4 Strategic Goal 4: Operational Excellence
The fourth perspective is focused on BIPA’s core assets which are its people. The perspective in turn
has a strong focus on the ICT and Technology environment. This perspective has five (5) objectives as
listed below:
• Employee engagement
• Fit-for-Purpose Organisational Structure
• A Competent Workforce
• Organisational Culture
• Ensure Successful delivery of IT Strategy
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The objectives in Goal 4 will be implemented through eight (8) strategic initiatives, as specified in the
Corporate Strategy Matrix.
Below is the list of all (25) strategic initiatives that will drive implementation of this strategic plan over
the next five years.
Figure 10: Strategic Initiatives for the implementation of this ISBP
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4.3 Validating the Strategy against the SWOT Analysis
BIPA aims to mitigate and reduce the weaknesses identified in the SWOT analysis over the five
years of this strategic business plan.
Strategic Objective to Mitigate Weaknesses and
Factor Identified in the SWOT Analysis Threats, Maximise Strengths and Capitalise on
Opportunities
• W: Flawed revenue collection system • F1: Growing Revenue by 10% annually
• S1: Improved Customer Satisfaction
• W: Inadequate funds to implement strategies • F1: Growing Revenue by 10% annually
• W: Unsatisfactory service levels • S1: Improved Customer Satisfaction
• Improved Stakeholder Relationships
• W: Inadequate public education • S1: Improved Customer Satisfaction
• Improved Stakeholder Relationships
• W: Lack of fit-for-purpose systems and infrastructure; • I1: Enhance process Optimisation
• O5: Ensure successful delivery of the IT Strategy
• W: Incomplete business process automation • I1: Enhance process Optimisation
• W: Incomplete data on systems • I1: Enhance process Optimisation
• O5: Ensure successful delivery of the IT Strategy
• W: Longer turn-around time than set standards; • I1: Enhance process Optimisation
• W: Lack of compliance enforcement • I2: Enhance Corporate Governance and Risk Management
• O3: A Competent Workforce
• W: Gaps / lack of specialized skills; • O3: A Competent Workforce
• W: Unrefined organisation culture; • O1: Employee Engagement
• O2: Organisational Culture
• W: Poor information security management systems; • O5: Ensure successful delivery of the IT Strategy
• W: Lack of business continuity plan; • O5: Ensure successful delivery of the IT Strategy
• I2: Enhance Corporate Governance and Risk Management
• W: Poor talent management • O1: Employee Engagement
• O3: A Competent Workforce
Table 1: Strategic response to identified weaknesses in the SWOT analysis
With the successful implementation of this strategy, BIPA is confident that the organisation will remain
relevant, and that the strategy will enable sustainable growth.
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Implementation
of the Integrated
Strategic Business Plan
2021/22 – 2025/26
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5.
five year business
implementation plan
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This section summarises the sectional business implementation of BIPA’s ISBP. These plans aim to
demonstrate the resource requirements and timelines of the implementation.
5.1 STRATEGIC MATRIX
The Corporate Strategy Matrix was developed by the Board, EXCO and Management as an
implementation tool to ensure prioritisation and progress is made. The Strategy Matrix is aligned to
the five-year strategy and will be used as input for the CEO’s Scorecard for the 5 years. Furthermore,
the Strategy Matrix was used to develop the annual Business Plan for BIPA.
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SFA # Strategic Indicator / Indicator Weight Base- 2021/ 2022/ 2023/ 2024/ 2025/ # Project / initiatives
Objectives Measures Definitions line 22 23 24 25 26
F1 Growing % annual Annual 7% New 10% 10% 10% 10% 10% F1.1 Review, update and Implement
Revenue growth Growth in Financial Sustainability Plan (includ-
by 10% Revenue ing Expanding on the Development
annually Partners)
Financial Sustainability
F2 Maintain Annual Current 7% 2.4:1 2:1 2:1 2:1 2:1 2:1 F2.1 Working capital management
annual Liquidity ratios Main-
Liquidity Ra- and Current tained
tio Standard Ratio
F3 Grow Assets Value of the Annual 5% New 5% 6% 7% 8% 10% F3.1 Implement the Procurement Plan
(Financial financial Growth in
Position) position financial
position
F4 Manage Efficiency containment 5% 666,545 699,872 733,199 766,526 799,854 833,181 F4.1 Development and implement Cost
Costs ratios of costs Model
S1 Improved % of Satis- Scoring 7% New 65% 70% 75% 80% 85% S1.1 Review, update and Implement
Stakeholder Confidence
Customer faction from BIPA Customer Service Plan
Satisfaction Customers
Satisfaction
Survey(s)
S2 Improved % of Impact of 7% New 65% 70% 75% 80% 85% S2.1 Review, update and Implement
Stakeholder Stakeholder Engagement Stakeholder Engagement Plan
Relation- Satisfaction and relation- (including Satisfaction Survey(s))
ships ship with Develop and Implement Brand
Stakeholder Management Plan
I1 Enhance Turnaround Access to 7% 15 days 7 days 5 days 4 days 3 days 3 days I1.1 Automation and improved turna-
process Op- time of BIPA prod- for BRS, 12 BRS, 09 BRS, 09 BRS, 06 BRS, 06 round time for processes
timisation processes ucts and ser- BRS, 24 months months months months months
vices (online months for for for for for I1.2 Data Cleaning and Digitalisation
services / for Trade- Trade- Trade- Trade- Trade-
Decentral- trade- marks, marks, marks, marks, marks,
isation) marks 18 18 18 18 18
I1.3 Review, update and Implement the
Improve- and 18 months months months months months
Internal Processes And Governance
Decentralisation Plan
ment in months for Pat- for for Pat- for for
Turnaround for ents Patents ents Patents Patents
time and patents
quality of
data
I2 Level of Legal 5% 70% 80% - 80% - 80% - 80% - 80% - I2.1 Adherence to the set standards
board satis- Compliance, board 90% 90% 90% 90% 90% in the Board Charter/Governance
faction smooth satisfac- Charter
Board oper- tion
ations and I2.2 Implement Diligent Board System
Enhance Resolutions
Corporate implement-
Governance ed
and Risk Level of Adher- 5% New 100% 100% 100% 100% 100% I2.3 Implementation of CRMPs (using
Manage- Compliance ence to an identified program) (including
ment Governance Policies and contracts)
instruments
Corporate Adherence 5% 70% 80% - 80% - 80% - 80% - 80% - I2.4 Adherence to the set standards in
risk mitiga- to Corporate 90% 90% 90% 90% 90% the Corporate Risk Register
tion Risk Register
implementa-
tion of Audit
findings
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Strategy Corporate 7% New 70% 70% 70% 70% 70% I2.5 Implement Annual Business Plans
implemen- score card
tation (per- implemen-
formance tation
score)
I3 Ensure Reviews and Reviewing 4% New Com- Com- Im- Im- Im- I3.1 Develop and implement the Busi-
reputable submissions and possible panies panies proved proved proved ness and IP Regulatory Framework
business and of identified submissions and and regional regional regional
IP environ- laws of all laws Copy- Copy- and and and
ment identified right right interna- interna- interna-
I3.2 Continuous contributions /
Laws Laws tional tional tional
participation towards National
Enact- opera- rank- rank- rank-
Development Agenda
ed tional- ings ings ings
ized
O1 Employee % Satis- Employee 3% 58% 65% 70% 74% 80% 85% O1.1 Develop and implement an Employ-
Engagement faction of satisfaction ee Engagement Plan (informed by
employees levels the Survey and benchmark findings)
O1.2 Develop and implement People
Philosophy (including Talent Man-
agement)
O2 % of To what 3% New 85% 85% 85% 85% 85% O2.1 Develop a Value Driven Culture (by
implemen- extent the reviewing, updating and imple-
tation of Change menting the Change Management
A Conducive the Change Manage- Plan)
Organi- Manage- ment Plan is
sational ment Plan implement-
Culture ed
Score of Measur- 5% 3.5 3.5 3.7 3.8 4.0 4 O2.2 High Performance Culture (by
Organisa- ing the relooking/standardising the Per-
tion Per- organisation formance Management Approach
Operational Excellence
formance performance and Review, update and implement
against set Policy)
targets
O3 A Com- % of imple- The extent 7% New 80% 82% 83% 85% 87% O3.1 Skills Audit and the Performance
petent mentation to which the Improvement Programe
Workforce Workforce workforce is
Develop- supported
ment Plan to take up
trainings
related to
the mandate
of BIPA
O4 Fit for organi- the extent 3% New 50% 55% 60% 65% 70% O4.1 Organisation Structure review,
Purpose Or- sational to which the update and implementation
ganisational structure structure is
Structure alligned to optimally
the strategy aligned to
support the
strategy
05 % of IT Implemen- 5% 45% 60% 60% 75% 75% 75% O5.1 Timely execution of projects as per
projects tation of IT the IT Strategy
Ensure delivered strategy
successful in time and
delivery budget
of the IT % of Service de- 3% New 65% 70% 75% 75& 80% O5.2 IT Strategic Initiatives Delivery
Strategy Stakeholder livery based Surveys
satisfaction on strategic
with IT projects
delivered
14 Objec- 19 Meas- 100% 25 Strategic Projects /
tives ures Initiatives
Table 2: Corporate Strategy Matrix and KPIs
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The complete Strategic Matrix (attached hereto as an annexure) includes the financial resources
needed to implement this strategy. The figures indicated will be used to prepare the budget that
will guide the annual Business Plans budgets to ensure the strategic initiatives are implemented as
planned.
5.2 Office of the CEO Business Plan
The Office of the CEO comprises of the following divisions, which are referred to as Strategic Support
Units:
Chief Executive Officer x1
F-Band
Senior Personal Assistant x1
Grade, C2
Receptionist
Grade, B3
Manager: Records Management Manager: Business Strategy Chief Internal Audit, Risk &
& Archiving, Grade, D3 Grade, D3 Investigations
Grade, D5
Administrative Assistant Administrative Assistant
Grade, B4 Grade, B4
Records Officer (IP Services) x1 Records Officer (BR Services) x1 Risks and Investigations Specialist Senior Internal Auditor
Grade, B4 Grade, B4 Not graded Not graded
Records Clerk (IP Services) x3 Records Clerk (BR Services) x3
Internal Auditor
Grade, B2 Grade, B2
Grade, C4
Figure 11: Office of the CEO, including Legal and COSEC departmental structure
Executive: Legal and Company
Secretary Services
Grade, E1
Para-Legal Assistant
Grade, C3
Assistant Company Secretary Manager: Compliance Risk
Legal Advisor (Governance) Management
Grade, D2 Grade, D2 Not Graded
Compliance Officer Compliance Officer Compliance Officer
Legal Officer X2
Rwgulatory Services Controls Process Monitoring & Reporting
Grade, C3
Not Graded Not Graded Not Graded
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5.2.1 Records and Archiving Services
The Records and Archiving division is responsible for managing client documentation and making the
information available to customers. The department has included in its departmental plan the sale of
information to customers as a source of revenue.
5.2.2 Business Strategy
The Business Strategy division supports the CEO with Strategy Implementation and is responsible
for coordinating and ensuring corporate goals and objectives are set and progress monitored during
implementation.
5.2.3 Internal Audit, Risk and Investigations
According to the Institute of Internal Auditors, the role of the Internal Audit function in an
organisation includes articulating and communicating the objectives of the organization; determining
the risk appetite of the organization; establishing an appropriate internal environment, including
a risk management framework; Identifying potential threats to the achievement of the objectives;
Assessing the risk and implementing responses to the risks. This approach to Enterprise-wide Risk
Management (ERM) enables organisations to improve their governance processes. This approach to
ERM is implemented at BIPA.
The Office of the CEO has planned to implement the following strategic objectives and initiatives for
this Strategic Plan period.
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SFA # Strategic Indicator / Indicator Weight Base- 2021/ 2022/ 2023/ 2024/ 2025/ # Project / initiatives
Objectives Measures Definitions line 22 23 24 25 26
F1 Growing % annual Annual 7% New 10% 10% 10% 10% 10% F1.1 Review, update and Implement
Financial Sustainability
Revenue growth Growth in Financial Sustainability Plan (includ-
by 10% Revenue ing Expanding on the Development
annually Partners)
F3 Grow Assets Value of the Annual 5% New 5% 6% 7% 8% 10% F3.1 Implement the Procurement Plan
(Financial financial Growth in
Position) position financial
position
I1 Enhance Turnaround Access to 7% 15 days 7 days 5 days 4 days 3 days 3 days I1.2 Data Cleaning and Digitalisation
process Op- time of BIPA prod- for BRS, 12 BRS, 09 BRS, 09 BRS, 06 BRS, 06
timisation processes ucts and ser- BRS, 24 months months months months months
vices (online months for for for for for
services / for Trade- Trade- Trade- Trade- Trade-
De - cen- Trade- marks, marks, marks, marks, marks,
tralisation) marks 18 18 18 18 18
I1.3 Review, update and Implement the
Improve- and 18 months months months months months
Decentralisation Plan
ment in months for Pat- for for Pat- for for
Turnaround for ents Patents ents Patents Patents
Internal Processes And Governance
time and patents
quality of
data
I2 Level of Legal 5% 70% 80% - 80% - 80% - 80% - 80% - I2.1 Adherence to the set standards
board satis- Compliance, board 90% in the Board Charter/Governance
90% 90% 90% 90%
faction smooth satisfac- Charter
Board oper- tion
ations and I2.2 Implement Diligent Board System
Enhance Resolutions
Corporate implement-
Governance ed
and Risk Level of Adher- 5% New 100% 100% 100% 100% 100% I2.3 Implementation of CRMPs (using
Manage- Compliance ence to an identified program) (including
ment Governance Policies and contracts)
instruments
Corporate Adherence 5% 70% 80% - 80% - 80% - 80% - 80% - I2.4 Adherehce to the set standards in
risk mitiga- to Corporate 90% 90% 90% 90% 90% the Corporate Risk Register
tion Risk Register
implementa-
tion of Audit
findings
Strategy Corporate 7% New 70% 70% 70% 70% 70% I2.5 Implement Annual Business Plans
implemen- score card
tation (per- implemen-
formance tation
score)
I3 Ensure Reviews and Reviewing 4% New New New Im- Im- Im- I3.1 Develop and implement the Busi-
reputable submissions and possible Compa- Compa- proved proved proved ness and IP Regulatory Framework
business and of identified submissions nies Act nies Act regional regional regional
IP environ- laws of all laws enacted opera- and and and
ment identified tional- interna- interna- interna- I3.2 Continuous contributions /
ised tional tional tional participation towards National
rank- rank- rank- Development Agenda
ings ings ings
Table 3: Office of the CEO strategic objectives and initiatives
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5.3 Marketing, Corporate Communications and Client Services Business Plan
The Marketing function of BIPA is headed by the Executive: Marketing, Corporate Communications
and Client Services. Marketing has become urgent than ever before in the increasingly complex and
difficult organizational environment caused by continuous internal and external change. Globalization,
the Internet and the increasing availability of information have led to more demanding employees
and customers. Customers are expecting progressive and customized goods and services, which has
put pressure on many organizations to forecast the direction of their markets. These factors have
increased the cost and complexity of doing business and have created challenges for marketers to
understand customer needs better, to secure greater profitability and to measure outcomes better
than before.
Executive: Marketing, Corporate
Communication and Client
Management Services, Grade, E1
Personal Assistant
Grade, C1
Manager: Marketing and Manager: Client Management
Corporate Communication Services
Grade, D3 Grade, D3
Communications Practitioner Marketing and Corporate Market Analyst: Research & Senior Consultant: Client
Grade, C4 Social Investments Practitioner Pricing Management Services, x3
Grade, C4 Grade, C4 Grade, C4
Client Management Services
Consultant, x9
Grade, C2
Figure 12: Marketing, Corporate Communications and Client Management Services departmental structure
At the time of drafting this strategy, BIPA had a Stakeholder Engagement Plan in place. Therefore
BIPA made it a key priority to develop and implement a robust Corporate Marketing Plan as well as
a Business Development Plan. The Marketing department is furthermore responsible for Corporate
Communications and Client Management Services, thus ultimately responsible for the ensuring
improving and maintaining the brand and communications of the organisation as well as for effective
stakeholder management and engagement.
Through a survey conducted by the Marketing team, a score of 65% was achieved for overall Customer
Satisfaction with BIPA’s services (2019). It was however agreed that this score can be improved to
achieve better satisfaction levels.
The Marketing Department will be directly responsible the following strategic objectives and initiatives
for this Strategic Plan period.
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 45 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
SFA # Strategic Indicator / Indicator Weight Base- 2021/ 2022/ 2023/ 2024/ 2025/ # Project / initiatives
Objectives Measures Definitions line 22 23 24 25 26
S1 Improved % of Satis- Scoring 7% New 65% 70% 75% 80% 85% S1.1 Review, update and Implement Cus-
Customer faction from BIPA tomer Service Plan
Satisfaction Customers
Satisfaction
Stakeholder Confidence
Survey(s)
S2 Improved % of Impact of 7% New 65% 70% 75% 80% 85% S2.1 Review, update and Implement
Stakeholder Stakeholder Engagement Stakeholder Engagement Plan
Relation- Satisfaction and relation- (including Satisfaction Survey(s))
ships ship with
Stakeholder
S2.2 Develop and Implement Brand
Management Plan
Table 4: Marketing strategic objectives and initiatives
Marketing being a support function will play varying supporting roles in other objectives and initiatives.
The estimated cost to implement this plan will be confirmed by the objectives set out in the Marketing
Plan that will be developed, however the estimate at inception is at 27,288,000 spread over 5 years of
this strategic plan.
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 46 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
5.4 Operations Business Plan
BIPA offers two main services to the public namely:
• Businesses Registrations Services (BRS) to improve Namibia’s competitiveness with the view of
promoting commerce, trade and investment;
• Intellectual Property Services (IPS) administration and protection aimed at promoting socio-
economic development, innovation and value-added industrialization.
5.4.1 Business Registrations Services Structure
BRS is structured as follows:
Executive: Business Registrations
Services, Grade, E1
Personal Assistant
Grade, C1
Manager: Business Manager: Close Corporation Manager: Business
Registrations Services Registration Services Registration Services
Grade, D4 Grade, D4 Grade, D4
SBRO: New Business SBRO: Deregistrations SBRO: Inspection, SBRO: New Business SBRO: Deregistrations SBRO: Inspection, Manager: Personal Assistant
Registration Services Amendments & Compliance Services Registrations Services Amendments & Compliance Services
Grade, D2 Liquidations, Grade, D2 Grade, D2 Grade, D2 Liquidations Grade, D2 Grade, D2 Grade, C1
BRO: New Business BRO: BRO: BRO: New BRO: New BRO:
Registration Services BRO: Inspection BRO: BRO: Inspection and
Deregistrations Companies Close Deregistrations Senior Business
Companies & Close & Liquidations Amendments Compliance Registrations Corporation Amendments Compliance Registration Services
Grade, C3 & Liquidation Grade, C3
Corporation Grade, C3 Services Grade, C3 Registrations Grade, C3
Services Office x 14 Grade, D2
Grade, C3 Grade, C3 Grade, C3 Grade, C3
Administrative
Assistant
Grade, B4 Business
Administrative Administrative Registration Administrative
Assistant Assistant x4 IP Services Assistant x14
Grade, B4 Grade, B4 Officer x14 Grade, B4
Grade, C3
Figure 13: Business Registrations Services departmental structure
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5.4.2 Intellectual Property Services Structure
IPS is structured as follows:
Executive: Intellectual property
Services, Grade, E1
Personal Assistant
Grade, C1
Manager: Trademarks Services Manager: Patents Services Manager: Copyright & Manager: IP Enforcements
Grade, D4 Grade, D4 Related Rights, Grade, D4 &Framework, Grade, D4
Administrative Administrative Administrative Administrative
Assistant B4 Assistant B4 Assistant B4 Assistant B4
SIP Officer: SIP Officer: SIP Officer: SIP Officer: SIP Officer: SIP Officer: SIP Officer: SIP Officer:
National Regional & Industrial National Copyrights Copyrights IP Bulletin & IP Framework,
Applications International Design Patents & Administration Industrial Statistics Coordination &
Grade, D2 Designations Services Unity Model Grade, D2 Services Grade, D2 Cooperation
Grade, D2 Grade, D2 Grade, D2 Grade, D2 Grade, D2
IP Officer: IP Officer: IP Officer: IP Officer: IP Officer: IP Officer: IP Officer:
New Trade Marks Industrial Regional Copyright Copyright IP Bulletin
Applications x4 Ammendments Designs & International Registration & Industry & Statistics
Grade, C3 & Maintanance Application Designations Advocacy x3 Services Grade, C3
x3, Grade, C3 Grade, C3 Grade, C3 Grade, C3 Grade, C3
IP Officer: IP Officer: IP Officer: IP Officer: IP Officer: IP Officer: IP Officer:
Regional International New Patents New Patents IP Capacity IP Value IP Framework
Designation Designation & Utility & Utility Building Promotions & Coorper-
Grade, C3 Grade, C3 Models Models Grade, C3 & Coordination ation
Applications Amendments Grade, C3 Grade, C3
Grade, C3 & Maintanance
Grade, C3
Figure 14: Intellectual Property Services departmental structure
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 48 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
SFA # Strategic Indicator / Indicator Weight Base- 2021/ 2022/ 2023/ 2024/ 2025/ # Project / initiatives
Objectives Measures Definitions line 22 23 24 25 26
I1 Enhance Turnaround Access to 7% 15 days 7 days 5 days 4 days 3 days 3 days I1.1 Automation and improved turna-
process Op- time of BIPA prod- for BRS, 12 BRS, 09 BRS, 09 BRS, 06 BRS, 06 round time for processes
Internal Processes And Governance
timisation processes ucts and ser- BRS, 24 months months months months months
vices (online months for for for for for
services / for Trade- Trade- Trade- Trade- Trade-
Decentral- Trade- marks, marks, marks, marks, marks,
isation) marks 18 18 18 18 18
I1.2 Data Cleaning and Digitalisation
Improve- and 18 months months months months months
ment in months for Pat- for for Pat- for for
Turnaround for ents Patents ents Patents Patents
time and patents
quality of
data
I3 Ensure Reviews and Reviewing 4% New New New Im- Im- Im- I3.1 Develop and implement the Busi-
reputable submissions and possible Compa- Compa- proved proved proved ness and IP Regulatory Framework
business and of identified submissions nies Act nies Act regional regional regional
IP environ- laws of all laws enacted opera- and and and
ment identified tional- interna- interna- interna-
ised tional tional tional
rank- rank- rank-
ings ings ings
Table 5: BRS and IPS strategic objectives and initiatives
The BRS and IPS departments are client facing department, and seek to improve the lead turnaround
times of their respective services. For Namibia to improve its ranking, BRS and IPS have aimed to
improve the service turnaround times as indicated in the table above and will be supported by the
Office of the CEO, IT as well as Marketing, Corporate Communications and Client Services.
The financial resources requirements to implement the strategic objectives for BRS and IPS are
estimated at N$17,824,007 over the 5 years of this strategy.
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5.5 Finance and Administration, including the Investment Plan and Budget
The Finance and Administration Department will continue to ensure that BIPA undertakes financial
planning, reporting and monitoring. BIPA will also improve its financial policies and procedures during
the next financial year.
Executive: Finance and
Administration
Grade, E1
Personal Assistant
Grade, C1
Manager: Financial and Manager: Procurement, Facility
Management Accounting Management & Logistics Services
Grade, D4 Grade, D3
Cost & Management Financial Accountant
Accountant Grade, D2
Grade, D2
Accountant Accountant Billing Officer x1 Debt Collection Facility Specialist Logistics Officer Procurement
Expenditure x1 Revenue x2 Grade, C3 Officer x1 x1 x1 Officer x1
Grade, C3 Grade, C3 Grade, C3 Grade, C4 Grade, C3 Grade, C4
Cashier Driver x16 General Assistant Assistant Procurement
Grade, B3 Grade, B2 x30 Officer x1
Grade, A2 Grade, C2
Figure 15: Finance and Administration departmental structure
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 50 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
The Strategic objectives and initiatives are tabled below:
SFA # Strategic Indicator / Indicator Weight Baseline 2021/ 2022/ 2023/ 2024/ 2025/ # Project / initiatives
Objectives Measures Definitions 22 23 24 25 26
I1 Growing % annual Annual 7% New 10% 10% 10% 10% 10% F1.1 Review, update and Implement
Revenue growth Growth in Financial Sustainability Plan (includ-
by 10% Revenue ing Expanding on the Development
annually Partners)
Financial Sustainability
F2 Maintain Annual Current 7% 2.4:1 2:1 2:1 2:1 2:1 2:1 F2.1 Working capital management
annual Liquidity ratios Main-
Liquidity Ra- and Current tained
tio Standard Ratio
F3 Grow Assets Value of the Annual 5% 68,000,000 5% 6% 7% 8% 10% F3.1 Implement the Procurement Plan
(Financial financial Growth in
Position) position financial
position
F4 Manage Efficiency containment 5% 666,545 699,872 733,199 766,526 799,854 833,181 F4.1 Development and implement Cost
Costs ratios of costs Model
Table 6: Finance strategic objectives and initiatives
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Investment Plan
BIPA has in the past largely depended on the shareholder for operational and capital funding. This
has caused a backlog of capital projects that remain unfunded due to reduced contributions from
the shareholder. Amidst the capital projects delays and the reducing income form the shareholder,
the entity has been able to operate without a deficit. This is indicated through Current Ratios that
have grown over the years and the financial position which has improved drastically giving the entity
borrowing ability. On a quarterly basis, the business measures its Performance Ratios and one such
is the current ratio. BIPA’s Current Ratio ranged between 2.24 to 4 in the past few years, which
means that the business has 2 to 4 times more current assets than liabilities to covers its debt.
BIPA has an Investment Account (interest bearing account) as part of its financial management plan.
Deposits are made depending on the cash at hand, these funds are easily accessible on a need basis.
The entity is not allowed nor mandated to invest in unlisted projects however they can participate
in private public partnerships as long as these are within their mandates i.e. software development
or research work for software and studies relevant t0 their work.
Financing the Strategic Initiatives
The high-level estimated cost of implementing the strategic initiatives for the 2022 financial year is
N$94,344,589, broken down as follows:
Department Total Estimated Cost of
Strategic Initiatives (N$)
Office of the CEO 8,817,600
*7% inflation related increment from
year 2-5 of strategy period
Operations: 10,824,000
BRS
*7% inflation related increment from
year 2-5 of strategy period
IPS 7,000,007
*7% inflation related increment from
year 2-5 of strategy period
Finance -
*no additional costs estimated.
Initiatives will be catered for by the operational budget
Marketing 27,288,000
*5% of BIPA organisational budget plus
7% inflation related increment from
year 2-5 of strategy period
IT 15,435,000.00
Human Resources 24,979,982
TOTAL 94,344,589
Table 7: Estimated cost to implement strategic initiatives
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The strategic initiatives will be funded from cash that will be generated from the operations and
cash reserves, as well as any other income stream identified.
The Financial Projections
The budget for the 2022 financial year has been prepared using the following key assumptions:
PROJECTED INCOME
Units sold annually Average price per unit Annual revenue per product
CC, PTY registrations 6,109 1,030 6,292,270.00
CC, PTY Amendments 2,036 858 1,747,852.78
Trademarks, patent, copyright registrations 3,594 1,400 5,030,941.18
other income ( files copies requests) 1,527 343 524,355.83
other income - Annual Returns 280,000 160 44,800,000.00
TOTAL OF FORECASTED 58,395,419.79
REVENUE
COST OF GOODS SOLD
Expected Annual cost of
gross margin goods sold
CC, PTY registrations 14%
880,917.80
CC, PTY Amendments 14%
244,699.39
Trademarks, patent, copyright registrations 14% 704,331.76
other income ( files copies request) 14% 73,409.82
other income - Annual Returns 14% 6,272,000.00
TOTAL COST OF GOODS SOLD 8,175,358.77
ASSET DEPRECIATION
Number of Years 10
TAX
Annual Tax Rate 32%
INFLATION
Annual Inflation Rate 4%
PRODUCT PRICE INCREASE
Annual Price Increase 0%
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Efficiency ratios
BIPA is committed to measure its efficient rations on a monthly basis and report same quarterly to
the board committees and the board. they use efficiency ratios as metrics in analyzing BIPA’s ability
to effectively employ its resources, such as capital and assets, to produce income. The ratios also
serve as a comparison of expenses made to revenues generated, essentially reflecting what kind of
return in revenue or profit BIPA can make from the amount it spends to operate its business.
5.6 Information and Communications Technology Business Plan
There is pressure for BIPA’s services to be accessible and available 24/7, thus the objective to
automate and digitalise the processes is key. Information and Communications Technology is a
business enabler, and the IT department will play a vital role for BIPA to achieve its strategic goals.
The departmental structure is displayed below:
Executive: Information and
Communication Technology
Grade, E1
Personal Assistant
Grade, C1
Manager: Information Manager: Enterprise Project Manager: Infrastructure
System Management Networks & Security
Grade, D4 Grade, D4 Grade, D4
Database Software End User Support Business Project Network System
Administrator Engineer Coordinator Analyst Manager Administrator Administrator
Grade, D2 Grade, D2 Grade, C5 Grade, C5 Grade, D2 Grade, D2
Database Software Helpdesk Network Security System ICT
Analyst Analyst Analyst Analyst Analyst Analyst Technicians
Grade, C3 Grade, C3 Grade, C1 Grade, C3 Grade, C3 Grade, C3 Grade, C3
Figure 16: IT departmental structure
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The IT department plans to review and update the IT Strategy to ensure alignment with the corporate
strategy and at the same time carry out the department’s support role for the organisation.
SFA # Strategic Indicator / Indicator Weight Base- 2021/ 2022/ 2023/ 2024/ 2025/ # Project / initiatives
Objectives Measures Definitions line 22 23 24 25 26
I1 Enhance Turnaround Access to 7% 15 days 7 days 5 days 4 days 3 days 3 days I1.1 Automation and improved turna-
process Op- time of BIPA prod- for BRS, 12 BRS, 09 BRS, 09 BRS, 06 BRS, 06 round time for processes
timisation processes ucts and ser- BRS, 24 months months months months months
vices (online months for for for for for
services / for Trade- Trade- Trade- Trade- Trade-
Internal Processes And Governance
De - cen- trade- marks, marks, marks, marks, marks,
tralisation) marks 18 18 18 18 18
I1.2 Data Cleaning and Digitalisation
Improve- and 18 months months months months months
ment in months for Pat- for for Pat- for for
Turnaround for ents Patents ents Patents Patents
time and patents I2.2 Implement Diligent Board System
quality of
data
O5 % of IT Implemen- 5% 45% 75% 75% 75% 75% 75% O5.1 Timely execution of projects as per
projects tation of IT the IT Strategy
delivered strategy
Ensure in time and
successful budget
delivery
of the IT
% of Service de- 3% N/A 70% 70% 75% 75% 80% O5.2 IT Strategic Initiatives Delivery
Strategy
Stakeholder livery based Surveys
satisfaction on strategic
with IT projects
delivered
Table 8: IT strategic objectives and initiatives
Furthermore, the IT department plans to improve the overall security by implementing the
Information Security Management System which will be part of the enterprise risk management.
The ISMS implementation will include the Business Continuity Plan to ensure no major disruptions
happen in case of any threat to the organisation.
5.7 Human Capital Business Plan
Human Capital Department was tasked to improve the People Philosophy for BIPA and facilitate
employee engagement as the company has experienced a high employee turnover.
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Executive: Human Capital
Management
Grade, E1
Personal Assistant
Grade, C1
Manager: Recruitment and Manager: Organisational Manager: Employee Relations,
Remuneration Development, Training and OHS and Wellness
Grade, D3 Employee Relations Grade, D3
Grade, D3
HC Practitioner: Recruitment and HC Practitioner: OD & HC Practitioner: Employee
Remuneration Performance Management Relations, OHS and Wellness
Grade, D2 Grade, D2 Grade, D2
Assistant Human Capital
Practitioner
Grade, C4
Figure 17: Human Capital departmental structure
It was identified that the organisational culture of BIPA needed to be refined so as to have a cohesive
corporate BIPA identity. This would be achieved through the review, update and implementation
of the Organisational Culture Change Management Plan. It was also confirmed that the new BIPA
culture should lead the company to becoming a “high performance” through the re-implementation
of Performance Management.
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 56 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
SFA # Strategic Indicator / Indicator Weight Base- 2021/ 2022/ 2023/ 2024/ 2025/ # Project / initiatives
Objectives Measures Definitions line 22 23 24 25 26
O1 Employee % Satis- Employee 3% 58% 65% 70% 74% 80% 85% O1.1 Develop and implement an Employ-
Engagement faction of satisfaction ee Engagement Plan (informed by
employees levels the Survey and benchmark findings)
O1.2 Develop and implement People
Philosophy (including Talent Man-
agement)
Operational Excellence
O2 % of To what 3% 85% 85% 85% 85% 85% O2.1 Develop a Value Driven Culture (by
implemen- extent the reviewing, updating and imple-
tation of Change menting the Change Management
A Conducive the Change Manage- Plan)
Organi- Manage- ment Plan is
sational ment Plan implement-
Culture ed
Score of Measur- 5% 3.5 3.5 3.7 3.8 4.0 4 O2.2 High Performance Culture (by
Organisa- ing the relooking/ standardising the Per-
tion Per- organisation formance Management Approach
formance performance and Review, update and implement
against set Policy)
targets
O3 A Com- % of imple- The extent 7% N/A 80% 82% 83% 85% 87% O3.1 Skills Audit and the Performance
petent mentation to which the Improvement Programme
Workforce Workforce workfare is
Develop- supported
ment Plan to take up
trainings
related to
the mandate
of BIPA
O4 Fit for organi- the extent 3% N/A 50% 55% 60% 65% 70% O4.1 Organisation Structure review,
Purpose Or- sational to which the update and implementation
structure is
ganisational structure optimally
Structure alligned to aligned to
the strategy support the
strategy
Table 9: HC strategic objectives and initiatives
At the drafting of this strategy, BIPA neither had Workforce Plan and Skills Development (Transfer)
Plan, however these will be developed in the first year of the strategy period. A skills audit is planned
for and will inform both the workforce Plan and the Skills Development Plan.
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 57 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
5.8 Risk Management Plan
BIPA will keep a risk register which remains focused on identifying and minimizing risks that BIPA
will face. These risks are mostly specific to an industry or those faced by virtually every organization
in the 21st century, such as cyber threats. The risk register will help BIPA identify, list, and rank
potential risks to specific parts of the organization. Today’s business environment is complex and
ever-changing. BIPA operates in Namibia with its robust legislations, where different laws and
regulations related to their operations apply. As BIPA moves to conduct their business over the
internet, cybersecurity will eventually become a threat.
BIPA’s enterprise risk management system has five goals, all of which are important for a solution to
be successful. The five goals include:
Creating
transparency Conforming
Identifying Being as Providing
and to industry
monitoring, proactive as clear steps for
accountability specific
and possible in remedying
to increase the compliance and
mitigating risk potential faith and regulatory
risks prevention adversity confidence of rules
shareholders
Here are some types of risks that individual industries may face:
Financial: Nearly every type of risk Global and Political Government and Regulatory:
can affect BIPA’s bottom line. Fail- Instability: The uncertainty of the Compliance and regulations are
ure to respond to a natural disaster, geopolitical arena influences inter- constantly evolving, so it’s incum-
theft from within, and reputational national trade and the companies bent upon BIPA to be aware of and
issues affect not just those specific that engage with it. in alignment with all relevant reg-
operations, but potentially BIPA’s ulations.
overall financial health.
Hacking and Cyberattacks: Legal Issues: BIPA may face le- Theft: One of the biggest risks Na-
Any company that does any of its gal penalties if they fail to comply mibian companies deal with is theft
business online can face enormous with the letter or spirit of the law, from suppliers, vendors, and em-
risks to the security of its data, its whether they be local, national, ployees. This can range from taking
financial accounts, and more. or even international regulations. home burgers at the end of a fast-
BIPA could also face civil suits as a food shift to embezzling millions of
result of perceived negligence, dis- dollars.
crimination, etc.
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“Alignment of business strategy and risk
appetite should minimize the firm’s exposure
to large and unexpected losses. In addition,
the firm’s risk management capabilities need
to be commensurate with the risks it expects
to take”. – Jerome Powell
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Risk Causes or Impact Existing control Agreed way Likelihood Severity
contributing forward
factors
1.Financial sus- • Decreasing revenue • Impaired organisa- • Approved fee struc- • Review of service Likely High
tainability • Diminished reserves tional sustainability ture delivery model (to opti-
(continuity) • Cost containment mise efficiencies)
measures
2. Inability to • Limited customer • Customer dissatis- • Education and aware- • Education and aware- Likely Low
effectively man- awareness faction ness initiatives (includ- ness campaign
age stakeholder • Inadequate stake- • Revenue loss (delay) ing media campaign)
relations and holder management • Operational ineffi-
expectations during business and ciency
process interruption • Reputational harm
• Inefficient customer
service (expectations,
errors & waiting
times)
3. Inability to • Vacant positions • Operational ineffi- • Performance manage- • Embark on organisa- Likely Medium
leverage on • Demoralised staff ciencies ment system tional design process
opportunities • No knowledge man- • Impaired service de- • Current initiatives to (will define the structur-
which support agement/ repository livery and performance resolve staff unhap- al enhancements and
the culture of system • Loss of critical skills piness skill needs)
innovation and • Lack of change • Talent management
performance management prac- strategy implemen-
tices tation
4. Inadequate • Manual processes • Customer dissatis- • Systems change • Continuous monitor- Likely Medium
availability and in some areas faction management processes ing and reporting on
accessibility of • Lack of awareness • Reputational harm 3. for prioritised and iden- the status of identified
service channels and know-how by the Revenue loss (delay tified processes priority automation
customer projects
• Lack of under-
standing of customer • Continuously increase
expectations channels that offer
products and services
5. Inadequate • Inaccurate data • Corruption of master • Data policies, pro- • Develop automated Most likely High
data integrity capture at source data cesses, procedures and integrity check
• Malicious system/ • Unreliable data conventions • Implementation of
data alteration • Operational ineffi- •Data validation tech- data disclosure strategy
• Incompleteness ciency niques • Transformation of and
of information due • Reputational harm • Third party verifica- migration to new data
to transfer and inte- • Litigation tion system structures
gration of data from • Adverse audit out- • Improvement of data
various databases come accuracy and integrity
(migration) • Poor business deci- through implementa-
• Inefficient data sions tion of business rules in
retrieval (per request applications
• Access to the source
code of our systems
• Security, network and
infrastructure policies
and procedures
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6. Inadequate ICT • Lack of alignment • Impaired service de- • ICT strategic plan in- •Modernisation of key Likely High
infrastructure between business livery and performance cluded in organisational systems (to reduce
expectation and • Impaired organisa- business plan dependence on 3rd
technology support tional sustainability parties)
capacity and infra- (continuity)
structure • Customer dissatis-
• Inappropriate faction
configuration and
systems integration
(disparate technol-
ogies)
• Inadequate hard-
ware
7. Inadequate • Inability to prevent, • Data breach • Security, network and • Implementation of Likely High
information detect and respond • Reputational harm infrastructure policies a formal information
security to security threats • Litigation and procedures security management
• Unauthorised • ICT continuity strategy system (policies and
access to systems • Review and contin- procedures)
uous improvement of • Implementation of
physical and logical data disclosure strategy
access protocols • Conduct periodic
• Vulnerability assess- penetration testing –
ments - Data back-ups • Conduct social engi-
neering test/ audit
8. Ineffective gov- • Ineffective supply • Operational ineffi- • Procurement policy • Review procurement Unlikely High
ernance and over- chain management ciencies • Delegation of au- policy implementation
sight over finance practices • Impaired service de- thority to ensure operational
and supply chain • Misalignment of livery and performance • Central supplier effectiveness and role
management budget with strategy • Financial and resource database clarity
wastage/ losses • Review of the del-
• Fruitless wasteful egation of authority
expenditure framework
• Irregular expenditure
• Fraud and corruption
9. Ineffective • Lack of integration • Reputational harm • Legal opinions sought • Develop a strategy Likelihood Medium
and inefficient of the end to end • Impaired service de- • Current education to handover certain
enforcement enforcement process livery and performance and awareness on functions currently
with key stakeholders • Customer dissatis- enforcement to various conducted by the BIPA
• Incorrect utilisa- faction stakeholders (IP) to relevant authorities
tion of enforcement • Harm to the public (i.e. Police to champion
capacity • Litigation and conduct raids)
• Different inter- • Implement additional
pretation of the Act training of law enforce-
between BIPA and ment agencies on IP
the Courts for cases enforcement
referred to the Courts
10. Inadequate • Inadequate capacity • Reputational harm • Collaborative process • Create programme Most likely Medium
accessibility of to access all areas • Impaired service de- with stakeholders to encourage local
Intellectual Prop- and potential IP cus- livery and performance (WIPO and ARIPO) participation
erty (IP) services tomers • Customer dissatis- • International engage- • Conduct additional
• High costs of patent factions ments to shape and technical awareness
registrations direct the IP space campaigns on IP offer-
ings for the potential IP
for small business
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 61 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
Notes
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 62 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26
Head Office:
Business and Intellectual Property Authority
P O Box 185, Windhoek
PZN Building, 3 Rühr Street,
Northern Industrial Area,
Windhoek, Namibia
Tel: +264 61 299 4400
BIPA Regional Office - Erongo:
No. 3147,
Sam Nujoma Avenue,
Walvis Bay
Erongo Region
Tel: +264 61 299 4400
BUSINESS AND INTELLECTUAL PROPERTY AUTHORITY 64 INTEGRATED STRATEGIC BUSINESS PLAN | 2021/22-2025/26