Multi-Annual Development Plan 2022-2026 - - Flipthinking, Connecting, Acting

1. Evaluate the previous Development Plans in terms of design and implementation (See B2);

2. Describe the current situation in terms of demographics, spatial planning and environment using key f igures;

3. To carry out explorations (starting f rom the current situation) in the f ields of demography, spatial planning and environment towards the f uture, assuming unchanged policies. These explorations will be conducted up to the year 2050; Suriname is on the eve of a number of major developments (of f shore oil and gas, bauxite, climate adaptation, etc.) and it is important to at least look at that period to see how f ar these developments will reasonably still have an impact. Many countries already have plans up to the year 2050 and this development plan is in line with these;

4. Strategizing is closely related to uncertainty in the 21st century; trends are abruptly broken and expectations are not met, while many sudden events have enormous long -term impacts (such as the Covid-19 pandemic, climate change, and technological breakthroughs). The dif f iculty that uncertainty brings is the f act that the f easibility of plans and projects may be compromised as they (especially this development plan) may have an impact f ar into the f uture. However, plans can be tested against scenarios, constructing them based on international trends and uncertainties;

5. Although the Development Plan 2022-2026 covers the next 5 years, it should include those plans and projects that ultimately lead to a desired longer-term goal. The creation of a vision for 2050 (see point 3) which is in line with the result of the af orementioned explorations and which is robust enough in the light of the various scenarios must be drawn up within a certain f ramework, which is shaped by established values and standards;

6. Based on this vision, goals, outcomes and indicators are set, in which the Sustainable Development Goals (SDGs) are incorporated as much as possible. Target values f or these indicators will be set f or various moments on the road to 2050;

7. The goals f or the coming period thus obtained are then used to work out corresponding strategies f or each policy area (the ministerial sector plans, data and inf ormation, and consultations with stakeholders are used as guidelines f or this), and this within the f ramework f orm ed by the Page | 5 af orementioned values and standards. These strategies (which must be well integrated with each other) will be worked out on the basis of concrete projects (in order to make the Development Plan manageable and f easible);

8. Where the proposed strategies require signif icant change, transition management is described to successf ully manage those changes;

9. Financing of the implementation is discussed;

10. Systems and processes related to monitoring and evaluation are described;

11. A proper communication plan is established f or the vision, goals, outcomes and measures;

12. Implications f or the next development plan (2027-2031) are described. Figure A2.1: Aspects in strategic planning Trends and Insecurities Scenarios rrent it ation Values ision Standards Goals 2050 Themes Strategy Development Goals 2020 202 Policy Areas Policies Outcomes Sub Policy Areas Operationalization Indicator Mission Page | 6 The dif ferent steps to come to the f inal Development Plan 2022-2026 are described in the f ollowing f igure. Figure A2.2: Process plan – based on figure 2.1 – to draft the Development Plan 2022-2026 OP-02 OP-06 Conduct Create scenarios international in line w ith N explorations scenario planning START OP-11 OP-01 OP-03 OP-10 Rough backw ard Evaluate previous Conduct OP-09 Create vision Does the Y projection to OP demographic OP-07 calculation of the current situation explorations Determine w ho we (normative scenario) w ith establishment normative plan for scenario match OP-04 of horizon year w ith the current Conduct explorations situation? regarding spatial planning and environment OP-08 Determine values OP-12 List international Ministeries, Detail backw ard HP + EFF + agreements and standards International DB,RR and DR calculation: 2022- OP17-21+SDGs documentation list of 2026 stakeholders OP-13 N Positive cost- benefit analyse? OP-19 STOP OP-18 OP-17 OP-16 Format + OP-15 OP-14 Spell Elaboration Elaboration Y Elaboration transition Elaboration of strategy per lay-out check figures scorecards, management strategy map sector Quantification Computing Center, CBvS, MacroABC, WB, papers Page | 7 A2.2 Policy areas As stated in the coalition agreement, there are 4 themes on which to f ocus (see f igure below). These 4 themes are set out in various policy areas. These policy areas are shown below where the color of the policy area corresponds to the corresp onding theme. These policy areas are not directly derived f rom the ministerial conf iguration (which sometimes changes during the government’s term of of f ice), but 1) f rom reality, and 2) based on previous development plans of both Suriname and other countries. In the production sectors, not only the larger production sectors in Suriname were considered (which again could result in a business-as-usual strategy), but also those sectors with potential that add more value and create employment (and possibly connect to the larger production sectors). Figure A2.3: Themes and Policy Areas derived from them, which are shown in an arranged manner Economy Socio cultural dimension Spatial Planning and Env ironment Gov ernance Much added v alue Creativ e Industries Serv ices Proces Industrie abricage Little added v alue Mining Primary Agriculture Handel Transport Inf rastructure inancial Traf f ic ater ICT Energy Roads and Drainage Conditions Education Public Health Social Protection Saf ety Economic f oundations Monetary Policy Inv estment Policy Starting Pointsf orPlanning Population Spatial Planning Env ironment Administration Gov ernance A2.3 Perspectives Given the diversity in society and developments in the world, f or the OP 2022-2026 not only a top-down (in other words insights f rom the government, sector plans of the ministries, policy plans of parastatals, etc.), but also a bottom-up approach was used. Along these lines, in-depth interviews were held with various organizations, groups, individuals, etc. regarding their f ield of expertise and their insights regarding vision, strategies, etc. which can complement the top -down approach. In addition, a semi-country survey was conducted on some national issues and f ocus group meetings were held with young people. The bottom- up approach is also used to generate f eedback on the draf t development plan in order to f urther strengthen it. With the top-down and bottom-up approaches, a supported Development Plan 2022-2026 was created. Page | 8 A3. Building Bouwstenen Blocks voor for een a Vision Visie 2050 2050 The society has experienced varying quality of governance in its 46 years of existence, with corruption, poverty and stagnation remaining major challenges. Negativism occasionally rears its head, magnif ying al that is bad in others with a magnif ying glass and f earf ully concealing or distorting all that is good. That is why a rich country is now suf f ering f rom deep poverty and misery. In the midst of various crises in Suriname, a bright spot is needed, a real basis f or a long -term plan, in order to see where action needs to be taken; this is precisely the purpose of a vision. A vision must be supported and based on its own unique points; here lies the choice to exchange views with the widest possible range of social organizations, individuals , government agencies, etc. f or this Development Plan. In addition, a vision must have clear values; these are ideals, motives, principles and self -chosen rules that are considered desirable in a society or group and according to which people act publicly and socially, and thus determine intentions, priorities and choices. Values that are central to this Development Plan are: • Justice • Inclusiveness • Freedom • Equality • Sustainability In making plans, we take into consideration a period of at least up to the point where we think current actions will still have an impact, and that threats may manif est themselves against which we need to arm ourselves. With of f shore oil and gas deposits, imminent inf rastructure works, climate change, etc., the year 2050 has been chosen. This also aligns with the agendas of other organizations, regions and countries . In 2050, Suriname will have a just society in which its values are realized. Everyone can decide freely within the system of law and justice about the realization of his / her own potential while taking into account the sustainability of the environment. With a rich and eventful past, a vibrant culture, and a natural wealth, every resident (regardless of gender, ethnicity, etc.) has self-confidence, responsibility and respect, and is proud of a life and country that offers prosperity and well-being. Through good governance (founded on law anddemocracy), trust is built (and the positive image of our country is improved and strengthened), creating many (national and international) collaborations that ensure accelerated development. The vision stated above is positive regardless of future developments in the world. It must be achieved, but the road to it must be placed within a certain f ramework; what actions do we allow and do we not allow in order to realize our vision? This f ramework consists of standards, in other words concrete guidelines, f orms f or conduct and generally acceptable rules of conduct f or how to act. Standards thus f orm the link between the af orementioned values and concrete behavior. Below is an overview of standards important f or the Development Plan 2022-2026: Page | 9 • Good Governance: realizing systems, structures, and processes to ensure transparency, ef f iciency, ef fectiveness, accountability, and f airness . • Security: the totality of availability, af fordability, reliability, social acceptance, and sustainability of : o Energy o Water o Food supply o Health care o Education o Telecommunication o Social services • Employment: the promotion and provision of geographically dispersed socio -economically acceptable employment (so-called "decent work") that can achieve suf f icient upward mobility; there are suf f icient growth and learning opportunities f or everyone. • Value addition: stimulating value addition in order to produce high-quality products, both f or export and in case of partial import substitution. • Increasingly prof itable industries: encouraging industries that - based on knowledge, specif ic action or sustainable competitive advantage - are not subject to increasing costs f or key inputs, both in the long run or when scaling up (e.g. tourism, ICT, etc.). • Greening and Green Growth: reducing our carbon f ootprint in our existing processes and deliberately choosing "greener" growth paths f or sectors . • International and Local Access: tapping into new paths and strengthening strategic (diplomatic and cooperational) ties with other countries and international organizations . • Land rights: indigenous and maroon land rights are collective rights that the United Nations has explicitly stated must be recognized, made explicit in the UN Declaration on the Rights of Indigenous Peoples. • Innovation: researching, developing, investing in, demonstrating, and deploying (non-) technological innovation. The last two deserve special attention. • Sustainable competitive advantage: exploit potential, where there is demand, and which is unique. • Export-orientation: f ostering an export-oriented environment, allowing f or increased trade with more diverse countries. Steadf astly moving within this f ramework of shared standards towards the shared vision requires authentic, visionary and servant leadership, able to transcend political af f iliation, interests, ethnicity, culture or place of residence, to take charge of implementation while sustaining a sense of engagement and satisf action. This leadership must also ensure a f air society, eradicating corruption, income inequality and discrimination; this should lead to improved community trust towards each other, which in turn leads to a range of partnerships between various entities (business community, NGOs, religious organizations, civil society, youth organizations) to become strong, knowledgeable and reliable partners in development . Page | 10 The standards and values, together with the preconditions described above, must lead to a Republi c in which there is sustainable planning in which residential and business areas are separated f rom each other, areas that are pre-eminently suitable f or agriculture are also used f or that purpose, residential areas are suf f iciently protected and designed against the excesses of climate change, and public inf rastructure and buildings are easily accessible to everyone. A country in which the economy has been transf ormed into an export economy f or goods and services, with suf f icient regional balance, and no d ependence on f oreign f inancial aid and loans. This economy relies less and less on the exploitation of natural resources, and because of the small size of the population, more on geographically concentrated clusters in various sectors with suf f icient employment, f rom which high-quality products f ind their way to regional and international markets. This transition (incentives, research on local resources and value addition) has been paid f or, among other things, with the revenues f rom of fshore oil and gas production. There is a high level of security with regard to education, health care, utilities and social services, and f ood; the latter to a large extent due to a modern f ood industry (in addition to the still existing small agriculture) which f urther processes agricultural products f or local use and export. There are good prospects f or young people with regard to employment and housing, people have a good income with a balanced tax burden, and small and medium-sized enterprises are increasingly f orming the backbone of the economy, which is sizzling with dynamics through innovation, investments and a good entrepreneurial climate. The government has developed an attitude of being more customer-oriented and thus making its services ef f icient and ef f ective. There is no longer a brain drain, crime is historically low and well controlled, and one does not need to have multiple relationships to survive and theref ore has more time and choice f or leisure activities. The Republic of Suriname is a noble and wonderf ul country; the result of a f ree, inclusive and learning society with unity in diversity, and value creating within the f ramework of law and justice: a rich country has been made. Page | 11 A4. Goals Doelen Based on the vision and standards, goals should be f ormulated f or each policy area. In addition to these goals, each of the policy areas must also have indicators so that the extent to which the goals are met can be monitored. The SDGs can be used f or this, because f or each of the 17 SDGs goals, outcomes and indicators are f ormulated; concrete actions produce results, which can be measured using indicators. Outcomes consist of one or more indicators, while goals consist of one or more outcomes. However, there are a number of drawbacks to the SDGs, which is why they were not used exclusively in this development plan; f irst, the SDGs cut across policy areas and even mix values, norms, visio n and policy areas. In addition, the SDGs run until 2030. Finally, it can be noted that the SDGs are not well ref lected in every policy area. For the 2022-2026 Development Plan, a goal, outcomes and indicators were f ormulated f or each policy area (Appendix A). The SDGs were used in the f ormulation; however, a close look was f irst taken at which SDG outcomes and indicators are relevant and realistic f or Suriname, and then included in the development plan. In those policy areas where SDG outcomes and/or indic ators are missing, these have been f ormulated. Also, in some cases the goal has been f ormulated more simply than in the case of the corresponding SDG. This appendix shows f or each of the indicators what the current value, and target values are f or 2022-2026, 2030, 2040 and 2050. As much as possible, all kinds of justif ications have been used to arrive at these f igures; however, the point is not so much the precision of these f igures, but that it is systematically tracked - also in f uture development plans - to what extent the indicators are on track and goals can be achieved. A8 and A10 address this. Appendix A also shows per indicator where the necessary data can be obtained, which multilateral institution can be contacted f or inf ormation and assistance, and which ministry is responsible f or making data available and f or meeting targets (not shown in the table below). Table A4.1: Example of goals, outcomes, indicators (and future targets) and SDGs by policy area Page | 12 A5. Prioritization Prioritisering A5.1 The Issues Resource dependence Suriname relies mainly on the export of natural resources, such as rice, oil, gold and (until recently) bauxite/alumina. There is strong evidence that good times were the result of large investments in mining, plus better macroeconomic management. When exp ort prices f all, there is a chain reaction throughout the economy: lower international export prices lead to lower revenues f or the public sector and less f oreign currency f or the Central Bank, exposing the cost of the size of the civil service. Government spending is severely curtailed which then negatively af f ects local businesses; all of this is compounded by a large drop in international reserves which f orces the Central Bank to devalue the Surinamese dollar (of ten at the last possible moment). When this happens, prices have to be adjusted due to the almost 1 to 1 pass -through of the devaluation to domestic prices, and thus there is inf lation, with real income f alling, leaving everyone in the economy less wealthy than bef ore. One-sided government policy Because of the abundance of revenues mainly f rom bauxite/alumina, gold and oil, the Surinamese government has paid relatively little attention to the private sector. In addition, the government has had many semi-governmental organizations that on the one hand provided unf air competition through direct government support, but of ten also went bankrupt by torpedoing continuity of policy at changes of government and also allowing expert executives to make way f or less capable individuals. If o ne also considers the small scale of the local economy and some isolation, the private sector has not been able to f lourish and f orm into that backbone of the economy . Suriname is thus dependent on a f ew products f rom the mining and agricultural sectors that add little value to their products, making the country's income highly dependent on international prices and export volumes. The nature of these sectors is such that there is a need f or mainly physical labor and over time or with production expansion the costs increase more than proportionally (the so -called industries with decreasing returns). In the past, companies in these sectors have served as the lif eblood of communities; when these companies leave or go bankrupt - without proper development of the local private sector - these communities are virtually eliminated as they are now without jobs and prospects. There are many examples of this in Suriname. Government and the inability to transform Since the af orementioned sectors did not create enough socio-economically acceptable employment (i.e., employment that meets aspirations) f or the labor f orce, and the private sector was not enabled to properly develop, many f ound employment in the government (but of ten below their aspirations). Through politics, this government has grown disproportionally by using recruitment into the civil service as a tool. Ministries Page | 13 have become very complex entities crisscrossed with all kinds of interests (inside and outside of ministries), without management inf ormation systems and well-described work processes, and good and competent middle management that has to navigate between the umpteenth leadership with unique insights and the civil servants on the work f loor who are of ten not suitable and/or motivated. Suri name has created a comfort zone whereby, in times of crisis, large groups of people working f or the government still have an income, but on the other hand a government system that makes it very dif f icult to transf orm within and outside the government. Private Sector and the unfavourable business climate Due to a high degree of f ocus on a f ew companies that generate most of the revenue f or the state, there is no entrepreneur-f riendly climate, as evidenced also by the long -standing poor position in all kinds of rankings touching the entrepreneurial climate. This is not unique to Suriname, as can be seen in the graphs below. The inf ormal sector is rampant, production is of ten artesian, many companies are mainly engaged in (import) trade and little in production, product development and innovation are limited, there is little modernization, there is unf air competition between companies due to insuf f icient regulatory intervention by the government, export rates are relatively high due to the small scale of the eco nomy, and there are not enough customized f inancing products f or entrepreneurs. The scale of the potential purchase of local products f rom abroad is of ten too large f or the local producer(s), capital goods have a capacity that is much higher than what the local market needs, and local banks of ten do not dare take risks with regard to new / dif f erent types of f inancing products and f or f oreign banks the Surinamese market is a size too small. Graph A5.1 Correlation between natural resource exports and Doing Business score Correlation between natural resource exports and Doing Business 95 score Germany Singapore VS Sw itserland 85 Norw ay Australia Maleisia Ireland France Canada Chile Russia 75 Doing Business score Jamaica India Mexico Botsw ana The Netherlands Colombia Costa Rica 65 T&T Brazil Argentina Barbados 55 Pakistan Guyana Bolivia Suriname 45 35 Venezuela 25 0 20 40 60 80 100 Percentage of exports consisting of natural resources Page | 14 Graph A5.2 Correlation between mineral resources and global competitiveness Government income and other sectors Sectors such as health, education, social protection and security are of course also hugely important in creating and maintaining a just society; however, it requires many inputs to develop and keep these sectors running. In addition, these sectors f orm the f oundation upon which activity in production and trade sectors builds; this means that a particular f orm of production and trade sectors implies consequences f or the f orm of the underlying sectors (see also the f igure in the "Plan of Action" section). The vast majority of government f unding f or these f oundation sectors goes to salaries; only a small portion is dedicated to actual policy development and implementation. Consequently, the government also makes extensive use of f unding f rom a variety of agencies, each with its own rules and conditions , which adds quite a bit of complexity within and f or ministries, and also leads policy development and implementation into a structure of additional bureaucracy (of the f unding agencies). Apart f rom the problems outlined above f or the government, which also mean that its income collection through taxes and duties is not ef f ective enough, the government needs to stimulate more business activity, and this business activity needs to create more value per unit of input - thus productivity needs to increase, see graph below - which in turn means more government revenue (which in turn is good f or the sectors that make up the f oundation) and employment. Page | 15 Graph A5.3 Correlation GDP per capita in USD and GDP per employee Correlation GDP per capita in USD and GDP per 130 employee 120 Luxemburg 110 GDP per capita in USD x1000 100 90 80 Sw itserland Ireland 70 Singapore 60 The Netherlands 50 Iceland Belgium 40 Japan Bahamas 30 Russia 20 Barbados Guyana T& T 10 Indonesia Mexico Turkey 0 India Suriname 0 20 40 60 80 100 120 140 160 180 200 220 240 GDP per employer in 2017 ppp$ (x1000) Offshore industry and possible future impacts There have been recent discoveries of oil and gas deposits of f the coast of the country, and explorations will continue in the coming years, both of f shore and near shore. In doing so, the mechanism is now slowly but surely being set in motion by the oil co mpanies to commercially exploit the oil and gas reserves f or the next f ew decades. Given the size of these reserves and related operations in relation to the small size of the Surinamese economy, it is expected that this exploitation could dramatically change the landscape in the country. By some, the discoveries are seen as the solution to all problems in the country; however, there are quite a f ew lessons to be learned f rom other countries, including Guyana where oil exploitation started earlier, that have not always experienced positive ef fects. The most notable of these are: 1. the so-called "Dutch Disease," the phenomenon whereby large-scale f oreign investment strengthens the local currency, making exports more expensive (especially when it comes to labor-intensive sectors) 2. growing income disparity between those groups and individuals who can directly or indirectly f ind employment in (the supply of ) oil, and those who cannot 3. growing revenues f or the government that will be squandered in case of insuf f icient policy and control mechanisms The government will have to implement a strategic policy that ensures that the of f -shore oil and gas industry does not completely pushes out out the local sectors; af ter all, oil and gas reserves are f inite and Page | 16 employment in the sector is limited. Local industry and the increase in productivity should theref ore be stimulated as much as possible; the graph below implies which change should be made. Graph A5.4 Average annual wages, number of employees, and productivity by sector (Source GBS, adapted by SPS) Average annual wages, number of employees, and productivity by sector 18000 16000 14000 Average annual w ages Mining 12000 10000 Utilities 8000 Financial services 6000 Transport en commnunicatie Production 4000 Trade Construction 2000 Public administration Hotel and restaurants 0 20 40 60 80 100 120 140 160 180 200 220 240 260 280 300 320 340 360 0 Productivity per employer A5.2 Focus elements for the Development Plan 2022-2026 Based on the above, it can be stated that the government must strongly withdraw f rom the private sector, while the internal processes must be made transparent, efficient and effective with clear assignments of responsibility. In addition, the entrepreneurial climate must be improved significantly, in such a way that there is more incentive f or new business start-ups, product development, and more value addition (to raw materials and semi-manuf actured goods) - see also the evidence in the previous graph; this includes entrepreneurial policies, but also supportive policies f rom other sec tors, such as education, security, tax sector, etc. More value addition f orces innovation and inclusion of technologies, yields higher margins allowing high logistics costs to be overcome (and thus niche export markets to be served), and leads to f urther diversif ication of the economy. In addition, this also provides suf f icient potential f or Surinamese companies to participate in the lucrative supply chain f or the of f shore activities - local content. Income f rom of fshore activities can be used f or the prosperity and well-being of Suriname. A good entrepreneurial climate and local content can thus create sustainable socio -economically acceptable employment (decent work), which in turn is the best antidote to poverty, crime, and violence, and helps with housing and inclusiveness. The growth model that embodies the above and is imp licit in this Development Plan is based on the exploitation of sustainable competitive advantage, adding export-oriented value as much as possible through geographical clusters. This cluster/growth pole idea is conducive to value addition, competitiveness, specialization, and creation of decent work. Page | 17 The policy towards these f ocus elements must f it within the system of standards and values set out earlier, but not all of these f ocus elements always f it precisely within one policy area, and will theref ore be highlighted where necessary. These f ocus elements also place additional emphasis on SDG 8 (decent work and economic growth) and 9 (industry, innovation and infrastructure). These f indings are also supported by a semi-country survey conducted as part of this Development Plan 2022-2026, in which adults were asked a number of questions regarding sectors that the government should f ocus on. The majority (81.8%) agree that the of f shore industry is a unique opportunity to lift Suriname out of poverty, while about the same proportion (78.1%) believe that the government should give the tourism industry a higher priority than the small- and large-scale gold industry. The responses of the vast majority also suggest that productivity needs to go up: more value needs to be added to natural resources which requires more skilled people than academics, and theref ore more investment s need to be made in vocational training. This support has also emerged in a number of f ocus group discussions with adolescents that have been held; the vast majority of adolescents have a pref erence f or entrepreneurship with mainly knowledge input. Page | 18 A6. Strategies Strategieën In short, the strategic action items outlined in the Development Plan 2022-2026 include: Production, Entrepreneurship, Employment, Exports • Establish Local Content Development Of f ice in view of the of f shore industry • Improve the business climate • Operationalize the residue and veterinary laboratory f or f ood exports • Increase value addition and economic diversif ication by: o Conducting value chain analyses o Lowering import tarif f s f or green technology and production o Establishing and stimulating Product Boards, such as tourism and f ruit and rice f arming • Establish a Fund f or Small and Medium-Sized Enterprises and better use of other f unds Land and Housing • Apartments can be sold separately which gives a boost to the construction of apartments and shopping centers, the construction industry, and provides people - especially the young and elderly - (cheaper than is currently common) with a roof over their heads • More af f ordable and f aster handling of f amily land transf ers • Construction of 500 social housing units on an annual basis • Recognition of land rights Social Protection and Employment • Adopt Basic Bank Account Act and encourage cashless distributions • Accommodate homeless people in a specif ic location • Determine poverty threshold and minimum hourly wage • Set up a job bank • Of f er decentralized training, education and project opportunities • Education and Health CareImplement educational innovations with cognition as the starting pointReduce healthcare costs through decentralized supply of specializationsIntroduc e ICT systems f or distance learning Liveable Environment & Nature and Safety Ban mercury use in accordance with the Minamata Convention • Start phase 2 of Saf e City • Protect and sustainably utilize f reshwater resources, f orest and biodiversity • Promote regionally dispersed development and production opportunities • Surveillance f or monitoring and detection of illegality and crime using drones • Monitoring of natural areas, with rehabilitation of degraded areas, in community settings Transport and InfrastructureNew connection across the Suriname River • Spread out junctions f or arrival and departure of public trans port • Restructure the 't Hogerhuysstraat • Earn f oreign exchange f rom overf light f ees with implementation of radar systems Efficient and Effective GovernmentStepping back f rom government: privatize state-owned enterprises and act in partnership with the private sector and NGOs Page | 19 • Improve the collection of tax revenues • Make government processes more ef f icient and transparent o Digitization and automation of processes, with services available online o Implementation of early retirement and pension, lending to the private sector, and other modalities to reduce the civil service workf orce • Strengthen institutions • Adopt new Civil Code, Public Administration Law, General Administration Law Act • Establish corruption hotline and ban conf lict of interest Many strategic action items involve structural changes through legal ref orms, changed processes and organizations, and diversif ication through the development of (new) sectors. These are dif f icult to model. Nevertheless, an Input-Output table and Social-Accounting Matrix have been prepared as part of the preparation of this development plan. These two models give, f or the period 2022-2026 – without all the strategic action items in this development plan and assuming decreasing Covid-19 risks – an average real wage growth of 17% and an increase in productivity of 2%. Unemployment is decl ining (below 8%), of which just under half are young newcomers who need some time to get into the workf orce. Much of the remaining unemployed people will easily f ind employment if private sector employment and entrepreneurship are encouraged, opportunities f or obtaining skills are (re)structured, and early retirement (f rom public service) is promoted (all these matters are included in this development plan). The f ollowing is a summary of modeled GDP and investment growth, as well as GDP growth by sector (2026 relative to 2021) without all strategic action items. Table A6.1: Input-Output model results (Source: SPS) 2021 2022 2023 2024 2025 2026 Growth in GDP -1.1% 1.5% 2.0% 2.6% 3.3% 4.0% Investment growth 4.3% 7.0% 7.6% 8.2% 9.0% 9.7% Agriculture 31% Mining 38% Production 10% Construction 20% Trade 13% Transport 12% Financial services 36% Commercial services 13% The Hotels and Restaurants sector f ully recovers in 2026 af ter the disastrous years of 2020 and 2021. The government's share of GDP decreases (f rom 13.2% to 11.7% in 2026), and the budget def icit decreases by roughly a third. In the next 5 years, GDP and investment levels reach 2015 levels; f ull recovery is achieved. Page | 20 In the f ollowing sections, strategies and choices f or the policy areas are argued and outlined. However, a number of specif ic concerns are addressed f irst, due to their current urgency, impact, and/or cross -policy and cross-ministry nature. These are: A6.1 Of f shore oil and gas sector A6.2 Business climate A6.3 Land policy A6.4 Schools as education and training centers A6.5 Surveillance against Illegality and Crime The policy areas are listed below: an order has been used here that indicates as much urgency as possible, ref lects the impact on the priorities, but also ref lects the logic of the f igure in A2.2. It should be noted that the policy areas "creative industries", "services", "process industry" and "manuf acturing" are included in A6.2.2 and A6.17. "Investment policy" is included in the various policy areas. In addition, some sub -sectors are included separately because of their current and potential impact: ICT (service and creative industries) tourism (service industry), rice and f isheries (both agricultural sector), go ld and onshore oil (both mining). Finally, it is noted that "Housing" is included in A6.27 Spatial Planning . The interior is not considered a separate policy area; it has the same weight (equivalence) as other districts and Paramaribo and is theref ore inco rporated into the other policy areas. Where necessary, strategic action points are dif f erentiated f or the interior. For each policy area: • a timeline is presented containing the most important strategic action points, so that the reader can see at a glance what needs to be done right at the start; o some specif ic action points, complex in nature but necessary, are brief ly elaborated in steps in time. This is done in separate boxes. • global trends and developments are taken into consideration; • a SWOT is made, with a ranking of weaknesses and threats according to impact and risk; • key action items are listed, ranked according to impact and achievability (f inances, political support, implementation capacity, etc.). This is the input f or the timeline at the beginning. All identif ied strategic action items are linked in Appendix B to ministries, budget codes (so they can also be budgeted f or), SDGs, time periods, and standards . Page | 21 A6.1 Offshore Oil and Gas Olieen GasIndustrie A6.1.1 Local Content With the discovery of the oil and gas deposits off the coast of Suriname, it is expected that the exploitation of these deposits could mean a huge change f or the country; by comparison, Guyana has a daily production of 200,000 barrels of crude oil per day with their of f shore project, resulting in a GDP increase of 85%. Within 5 years, the daily production there has to be built up to 750,000 barrels per day. Surinam e can look f orward to a similar development. However, as stated in the previous section, the spearheads of development are value creation and employment. It is theref ore important that Surinamese companies obtain a signif icant share in the supply chain of these oil and gas operations; if there is no specif ic policy to this end, the supply chain can be f illed in by f oreign companies with minimal input f rom Suriname. This share is also called "local content", the extent to which (Surinamese) companies and citizens participate in the economic activities as a result of the of f shore discoveries. This concerns the supply of (locally produced) goods and services and the f illing of jobs by Surinamese people. Local content policy must be aimed at being a requirement, but in continuous dialogue with and input f rom the international oil companies, which will map out a road map through education and training in business process and technical areas to allow Surinamese companies to participate in the supply chain, so that in time a certain part of the value creation will take place locally (e.g. 80%). "The term "Surinames e companies" must be properly def ined: the f ocus must primarily be on companies that are locally based and have Surinamese Ultimate Benef iciary Owners (UBOs). The policy needs to be anchored in a clear and unambiguous legal f ramework with a clear objective, with possible dif ferentiations when it comes to specific provisions such as shipping, employment, evaluation and revision of policy, etc . Local Content Development Office To implement the policy, a Local Content Development Of f ice - in this case specif ically f or the of f shore industry - should be set up, (f or example initially at the State Oil Company). This of f ice must be well equipped and have a good understanding of the requirements and standards of the multinationals, but also of the local obstacles and gaps. To this end, the LCDO needs to conduct a "gap analysis"; this involves comparing the supply chain in the various phases of exploitation (g oods and services, volumes, quality requirements, standards, etc.) with the potential and capabilities of the Surinamese companies and institutions. The f ollowing table shows a number of areas that should be highlighted . Page | 22 Tablel A6.1.1: Focus areas for local content (Source: IPIECA) Align local content activities with development priorities to increase benefits for the company and the Analysis of national host country. (Depending on the situation, priorities may be established through formal development development priorities plans or through consultation with local stakeholders.) Research on local Research can draw on local expertise and market information and can be completed in collaboration capacity with government and other stakeholders to improve the quality and credibility of the results. Supply chain mapping These processes allow companies to identify opportunities for local participation. and analysis Take into account any issues related to local contractors who do not meet international HSE - Environmental and standards (health, safety and environment) or who may not have experience in local community social risk assessment engagement and socio-cultural issues. Quantify and analyze the different levels of benefits, costs and risks associated with different local Cost-Benefit Analysis employment and supply options. It is important to take a long-term perspective on the potential benefits. Analyzing barriers to local content using a problem tree approach (see Figure A6.1.1) can identify the Barrier Analysis required intervention. Access to affordable finance. This is often cited as the most important factor affecting the survival and Access to financial and growth of local businesses, especially small and medium-sized enterprises (SMEs). Without such business support access, local businesses are severely limited in their ability to invest in capital equipment and meet services the standards required for inclusion in oil and gas supply chains. SMEs often lack the track record and capabilities to prepare business plans and present attractive loan proposals. Link infrastructure needs to local business participation. A lack of infrastructure can hinder the delivery Infrastructure Analysis of local services and increase the cost of doing business. (See the legal requirements of Doing Business in the next section). Next, a step-by-step plan is deployed to get the companies to the level where they can compete in open tenders through training, education, standards, etc. This ensures more and better skills of individuals and companies, and thus a steady growth in the share of local content in the supply chain. During the above- mentioned process, there should be a structural consultation between the Local Content Development Of f ice and the multinationals to review the policy, to be aware of each other's expectations and p ossibilities, and options f or technology transf er through assistance, investments, licenses, trade and/or training. In collaboration with industry, academic sector regulators and training institutes, a transparent plan must be drawn up to review and ref orm local training programs, equipment and f acilities to make them suitable. To this end, the establishment of alliances, joint ventures and partnerships between Surinamese individuals and f oreign operators or subcontractors is important, as well as with f oreign of f shore training institutions. For example, there is OPITO (Of f shore Petroleum Industry Training Organization), a non-prof it organization that sets standards in the of fshore oil and gas industry. OPITO's saf ety training courses are continuously updated. Some of OPITO's standard saf ety training courses are: Basic Of f shore Saf ety Induction & Page | 23 Emergency Training (BOSHIET), Further Of f shore Emergency Training (FOET), and Helicopter Underwat er Escape Training (HUET). Possibly a capacity development f und (at the National Development Bank) can be used f or structural education and support of business development and capacity building. At the current stage of preparation f or exploition, it is expected that successively the sectors of construction, general busines s services and f inally engineering will be required; LCDO should adjust its plan accordingly . Monitoring and Evaluation of Local Content in the Offshore industry The Local Content Development Of f ice should be assigned the f ollowing tasks to promote and evaluate local content goals and plans: • Establish a methodology f or determining the percentage of local content in goods and services acquired or delivered in Suriname (see example below) • Establishment of a mechanism f or dealing with violations of the regulations as well as a list of sanctions f or such violations • Inspect f acilities, documents, books, records, contracts, invoices and other inf ormation related to procurement and payments to (non)local suppliers and employees • Evaluate perf ormance reports by multinationals containing KPIs, results, etc. • Evaluate the reporting of each partner, contractor, subcontractor or other related entity of the operator • Investigate claims of misrepresentation • Achieve ef f iciency and low transaction costs to drive local content • Advise and support local TVET programs on various levels • Assist with saf ety, environmental and f inancial compliance • Bring transparency to the process of sourcing goods and services • Actively f acilitate international technical partnerships Page | 24 Table A6.1.2: Quantitative determination of local content (Source: IPIECA) The representation below shows the process by which bottlenecks to achieving an increase in local content can be identif ied: Figure A6.1.1: Process to identify bottlenecks to improve local content share (source: IPIECA) Limitations in improving local content No flow of goods Alternative No potential from Suriname to shore base employees platform available No suitable Gebrek aan ew suitable local foreign uarantine companies in geschikte companies infrastructuur restrictions Suriname Poor No private ew loc al uality No government competitiveness contribution companies actors contribution based on cost uality No standards no Lack of management business previous oil and skills case gas experience ew skills at local ports Restrictive Cost factors Inade uate Lack of government exchange rate, No budgeted Lack of English language opportunities for regulations labor costs, funds capacity skills vocational training electricity Page | 25 Strategic Actions

1. Legally establish and promulgate policies regarding Local Content that incorporate the above, particularly the role of operators and the Local Content Development Of f ice. These policies should be well-aligned with policies in other sectors.

2. Establish Local Content Development Of f ice, and properly staf f and equip this of fice to quickly arrive at concrete plans f or local content, education and training, and monitoring and evaluation shortly thereaf ter. A6.1.2 Law on Co-investment Fund In 2017, the Law on the Savings and Stabilization Fund was passed, f or which a Board of Directors was appointed in 2019. If the government earns less than its budget indicates, then no f unds f rom mining and petroleum extraction are deposited in this f und, and in a situation where revenues exceed budget expenditures, deposits will be made in this f und. This f und has a savings and a stabilization f unction: the Central Bank of Suriname f ulf ills the savings f unction by investing 85% of the revenues, and the stabilization f unction relates to 15% of the assets in the f und that are used to stabilize government revenues. Suriname is strongly characterized by the exploitation of natural resources which is ref lected in its governance. This "domination" ensures that the stimulation of other industries, i.e. diversif ication of the economy, is curbed and given too little attention. The stabilization f unction of the Savings and Stabilization Fund theref ore does not guarantee that this necessary change (af ter all, mining and petroleum extraction are not sustainable) will be made. The law on the Savings and Stabilization Fund theref ore also ref ers to a "Co-investment" f und, which can be used to make strategic investments in inf rastructure, education, health care, etc. In such a law on the co-investment f und, the preconditions must be clearly def ined on how the money will be spent. Conf licts of interest, tendering procedures, f inancial integrity, etc. are at the top of the list. In addition, a good mechanism must be in place to derive the specif ic goals on which the money is spent. Goals must be suf f iciently specified and clearly contribute to the central strategic and policy objectives, and implemented with competent progress monitoring (see the section on "Monitoring and Ev aluation"). Strategic Action

3. Conceptualize and enact law on Co -investment f und Page | 26 A6.1.3 Law on Transfer Pricing Transf er pricing is the phenomenon whereby goods and services are procured by a company in country A f rom a sister or parent organization in country B and paid f or in amounts that are f ar f rom the prevailing market values. As a result, the company in country A is able to increase its costs and thus (artif icially) reduce its prof its; the tax payments are theref ore lower because the prof its are lower. The dif f erence goes to the sister or mother organization that pays taxes in country B where there is a more f avorable tax regime. Another example is a company that does not purchase capital goods directly but leases them through a sister company abroad; by manipulating the lease amounts more costs can be charged than in the case of depreciation on the capital investments. This construction is common among multinational companies in the world; it is estimated that 50-80% of the prof its are taken out of the country (where the prof it is actually generated), in other words, in the f irst example, 50-80% less taxes are paid in country A. Given the f inite supply of natural resources (where transf er pricing is f requently used), the long duration of exploitation and the relatively large share of transf er pricing on missed tax revenues, it is important that countries that own the natural resources make the most of them, also with a view to environmental and social impact. In addition, by understanding how companies purchase goods and services, dif f erentiating the leeway given to companies with respect to over- or under-invoicing f or goods and services allows countries to provide more direction on which types of companies and FDIs are attracted. For example, Ireland and the Netherlands are top locations f or the establishment of headquarters of multinational corporations because of the pref erential tax advantages. These pref erences can only be properly conceived if there is a good understanding of the matter of the transnational purchase and sale of goods and services. The European Union has quite a f ew regulations in the context of transf er pricing and applies the "Armslength" principle, which states that the price charged in a transaction between two related parties must be the same as the price charged in a similar transaction between two unrelated parties. Thus, passing on prices f or goods and services between dif f erent business units of the same company must be in line with the prices of the market, and this may be checked by the taxing authorities . Strategic Actions

4. Conceive and enact Transf er Pricing Regulation Law (in p articular f or the exploitation of all natural resources - especially of f shore oil & gas, gold and bauxite), incorporating strategic dif f erentiation to attract specif ic FDIs

5. Strengthen audit f unction of the Tax Administration f or inspections of transf er pricing

6. Introduce "source tax" as input tax on contract value f or service providers Page | 27 A6.2 Business Climate . Introduce "source tax" as input tax on contract value f or service providers A6.2 Bnment A .2. Improve operational A .2.5 Establish efficiency of an independent Customs A .2. complaints office Amendment Building Act A .2. Amendment of A .2. Reduce costs Bankruptcy Act of land registration A .2. Making land disputes available online at economic level A .2. Differentiation of tax rates for the organization of society A .2. Update, submit, adopt and A .2.2 Reduction promulgate of waiting time for OMNIBUS for the business license Business Environment and Investments A6.2.1 Improvement of Business Climate There is a strong correlation between local and Foreign Direct Investment (FDI) inf lows and the business climate. The Ease of Doing Business Ranking and Global Competitiveness Index indicate where interventions are needed to improve Suriname's business climate. Ease of Doing Business 2020 In the Ease of Doing Business 2020, Suriname ranks 162nd out of 190 countries. Figure 1 below shows a summary of the ranks and scores by Doing Business topic; this shows that in the Ease of Doing Business report 2020, Suriname does not appear in the top 100 countries f or 9 of the 10 f ocal points . Figure A6.2.1: Ease of Doing Business in Suriname (Source: The World Bank 2020) Page | 28 Global Competitive Index (GCI) 2014-2015 The GCI f ramework consists of three groups of criteria (f actor, ef f iciency and innovation) used to rank countries. In the Global Competitive Index 2014-2015, Suriname is ranked 110th out of 144 countries. It is rated as third last in competitiveness in the region. Because a larger number of countries have advanced more in competitiveness than Suriname, Suriname has dropped f rom the 103rd place in 2008-2009 to the 110th place in 2014/2015. The rationale is to address Suriname's GCI ef f iciency and innovation enhancing indicators that f ell above 100 in the ranking to improve the business environment. The f igure below provides an overview of Suriname’s 2014-2015 Competitiveness Ranking. Figure A6.2.2: Global Competitiveness Index voor Suriname (2014-2015) Strategic Action Items A number of strategic action items are already incorporated into other parts of this Development Plan : • Establishment of a Credit Registration Of f ice: A6.21 • Introduction of Value Added Tax (VAT): A6.21 • Introduction of “Science, Technology, Reading, Engineering, Art, Math” in the education system: A6.25 • Support of the training of entrepreneurs to create better business plans : A6.2.2 • Low-cost access to direct capital investments: A6.2.2 Page | 29 • Public Private Partnership: A6.6 • Implementation of Internet Protocol version 6 (IPv6): A6.8 • Reduction of the cost of the new business connections: A6.19

1. Adopt and promulgate OMNIBUS legislation f or the Business Climate and Investment: this was developed together with stakeholders. Only a f ew laws f rom this legislation have been passed and promulgated. Some key priorities include: a. Adoption and promulgation of the Investment Law under insolvency law. b. Adopt and promulgate the Movable Security Rights Act, Commercial Regist er Act, General Administrative Law and Administrative Court Act and Trade and Industry Appeals Tribunal.

2. Reduce the 2-month waiting period f or obtaining a business license

3. Amend the Building Act to include an article: a. which enf orces inspections during construction b. which establishes qualif ications f or the person responsible f or inspections c. which establishes qualif ications f or the person responsible f or verif ying construction plans and drawings.

4. Reduce costs of land ownership registration

5. Establish an independent complaints of fice

6. Make available online the number of land disputes at the economic level

7. Amend the Bankruptcy Law 17 May 1935, S.B. 1986 no. 82. taking into account the f ollowing aspects: a. allowing the debtor to obtain credit af ter commencement of insolvency proceedings. b. enable creditors to vote on the reorganization plan and allow debtors to obtain f inancing af ter commencement. c. improve voting arrangements in reorganization of debtors. d. enable debtors to initiate reorganization proceedings. e. improve the continuation of businesses and the handling of contracts during insolvency proceedings, f. allow initial credit g. increase creditor participation in insolvency proceeding .

8. Improve the operational ef f iciency of Customs

9. Through consultation with stakeholders, arrive at a dif f erentiated tax system that serves as an incentive to organize society in a certain way; the standards mentioned in A3 serve as a guideline in this context. Page | 30 High impact 8 9 1 2 4 7 3 Difficult to Easy to achieve achieve 6 5 Low impact A6.2.2 National Development Bank of Suriname N.V. Micro, small and medium-sized enterprises (MSMEs) must be stimulated so as to 1) enable entrepreneurs to stabilize their business operations, 2) grow into larger enterprises with greater impact, and 3) contribute to local entrepreneurship as the backbone of the economy, particularly with regard to productivity and employment. Given Suriname's problems (see A5. Priorities), this group needs to obtain credit under concessional conditions so that it can give substance to the af orementioned priorities. However, the granting of credit alone is f ar f rom suf f icient, in view of the poor link between education and entrepreneurs, the low degree of organization of entrepreneurs, the cumbersome and non-transparent processes of the government, insuf f icient knowledge, etc. Assistance in technical and business eco nomics, guidance in applying f or permits or handling import of inputs, etc. are some of the other aspects that SMEs need - besides credit provision. The National Development Bank (NOB) has f unds available f or this assistance: • Guarantee f und: f or credits where there is a coverage problem (also in the case of estates) • Participation f und: NOB participates in the share capital of newly started businesses in exchange f or credit. • Technical Assistance Fund f or Businesses: f or technical assistance, such as training, guidance, and certif ications f or business assistance (e.g. with the Foundation f or Labor Mobilization and Development, the Foundation f or Productive Work Units, Suriname Business Development Center) (The NOB also provides credit on its own account, providing guidance to the entrepreneur f rom the moment of submission of the application. In the provision of credit, administrative and management guidance is Page | 31 included as well as guidance f or, f or example, import duty exemption, registration at the Chamber of Commerce and Industries, etc.) Since each f und can determine its own set-up, the NOB can also of f er other products f or which the commercial banks do not want to take risks but which can have a huge impact on entrepreneurship and/or society, such as f inancing of demonstration projects, of fering credit insurance f or specif ic cases, solar lease / solar power purchase agreements, etc. In addition, by f urther strengthening the NOB, it will be better able to f acilitate SMEs through the above-mentioned f unds, but also by acting as an agent / f acilitator with the government (e.g. with regard to the application of domain land, permit s, electricity connections, customs clearances, etc.), to tap into networks, to f ind export markets, etc.. The NOB, through its f unds, can contribute directly to the priorities set f or the business community in this Development Plan 2022-2026. This can be done by giving the aspects of value addition / productivity and employment a signif icant share in the total weighting f actors in the credit assessment (and thus the determination of the cost of capital). Here, in particular the sectors of creative industries, services, process and manuf acturing come into play. Another aspect that can be included in the weighting is the size of companies or projects, with micro projects possibly under the auspices of CBOs or NGOs being pref erred. This represents a break in the trend of lending in Suriname. Graph A6.2.1 Credit provision by sector in mln SRD ; Strategic Action Items

10. Strengthen the NOB so that it can f ill the support role to SMEs Page | 32

11. Host the SME f und at the NOB because of its supportive role

12. Consolidate f unds into 1 f und, with 1 board and 1 f inancial statement, where there are then "sub - f unds". Currently, each f und has its own board (paid f rom the f und itself ).

13. Build in priorities as heavy weighting f actors in the f und's credit assessment

14. Signif icantly replenish f unds with f inancial resources and promote them High Impact 9 13 5 10 12 Difficult to Easy to achieve achieve 11 Low Impact A6.2.3 Business Clusters A business cluster is a group of interrelated companies (that are part of the supply and value chain, and also compete with each other) and related institutions in a particular area that is f ocused around a particular product (group). Related institutions include departments of government, university, standards agenc ies, banks, vocational training providers, and business organizations. At the head is a cluster / management organization that oversees the implementation of joint strategies and programs. Because of the desired support base, this organization is set up by the direct stakeholders or members and the f inancial resources f or the operation come f rom the sector itself . A business cluster is theref ore not an industrial park, special economic zone, industry association or a consortium / alliance / network between companies. Page | 33 Figure A6.2.3: Schematic representation of a Business Cluster When companies, suppliers and institutions operate in close proximity and the f requency of interaction is high, transaction costs are low. In addition, with this set -up there is continuous improved cooperation in areas such as marketing, purchasing, export promotion, research, logistics, training, control, market intelligence, f inancing (credit guarantees on a collective level), etc. This strengthens individual companies, creates greater specialization (e.g., through increased value addition) through competitive pressure to innovate, thereby increasing productivity, innovation, exports and economic growth. Despite the small scale, clusters can be highly competitive internationally. In addition, it can locally stimulate training and education by linking to the program proposed in A6.5. The government departments related to the business cluster are part of the cluster so that they can more quickly coordinate and support strategies, such as removing trade barriers and implementing regulations. In addition, the government can provide output-related support more quickly, such as tax or tarif f discounts f or the member companies, projects f unded, joint marketing or research expenditure, export value, etc . In order to achieve a business cluster, the f ollowing preconditions are important: • Broad acceptance of the organization by producers, suppliers, government, etc. • Establishment of a legal f ramework within which the organization can operate. • Mobilizing suf f icient f inancial resources f or investments and the required working capital. • Establishing a f ee f or operation: all stakeholders (including institutions and the government) contribute, which must be regulated by law. • The development of the business cluster will be phased in slowly with evaluation moments (especially as possible relocation will involve costs that are sector-specif ic), starting small at limited costs with the use of in-house experience and knowledge. Page | 34 Strategic Action Items Business clusters f or the ICT, tourism, rice, f orestry and agricultural production sectors have proven themselves worldwide. These are successively discussed in A6.8, A6.9, A6.10, A6.11 and A6.13 (see potential locations on next page).

15. Draf t and implement the Law on Business clusters (draf t is f inished). This must also indicate which body will supervise; f or example, the Social and Economic Council or Suriname Business Forum. Start-up capital: f inancial resources f or operating the cluster come f rom the sector itself , however f or the start-up (of f ice, rolling equipment, secretariat, etc. - depending on the sector) the government must give an injection or use donor f unds, which is more than suf f icient f or 1-2 years. For this, a good f inancial estimation is needed regarding contributions f rom dif f erent entities belonging to the organization.

16. Establish business clusters on the right bank of the Suriname River, with a f ocus on logistic services to international maritime traf f ic, with related industries (e.g. in f ree zones) and service companies (see locations on next page). There is an option to do this because the Suriname River is the only river suitable f or that type of vessel which is projected to serve the Panama Canal in the coming decades f or the navigation between Europe and South America on the one hand and Asia on the other hand. Here there is a need f or interim storage and transhipment and changes of ship's crew.

17. The areas indicated below should be reserved by the respective ministries with the cooperation of the Ministry of GBB f or the indicated business clusters to be established . Page | 35 Figure A6.2.4: Locations for potential business clusters (left) Figure A6.2.5: Locations for potential business clusters with a focus on the Suriname River (right) Potential locations f or business clusters, taking into account illegal gold mining activities, land suitability, inf rastructure, nearby habitation, already issued land, and other local characteristics, as well as counteracting building densif ication (see A6. 27, B3 and Appendix E): These locations also serve as new cores of urbanization; the associated inf rastructure and building must be in line with the strategic action items as stated in A6.18 Roads and Drainage and A6.27 Spatial Planning, and can be carried out in PPP context with the clusters .

1. Reservoir area: tourism

2. Moengo: f orestry, timber and wood processing, NTFP

3. Groningen: f ruit and horticulture

4. Right bank of Suriname River: international transit port combined with industrialization (based on local raw materials and so-called "f ootloose" industries)

5. Nickerie: rice cultivation (not shown due to already present rice areas)

6. Commewijne (Alliance): aquacultur Page | 36 Grondbeleid. A6.3 Land Policy In the country, the government plays an important role in the area of real estate by issuing domain land (owned by the state). This natural resource should be used by the government to optimally meet the need f or land f or construction and residential, production, industrial, special and social purposes. The land policy covers various f unctional aspects such as: land registration, land issuance, and land use. A6.3.1 Residential Areas Demographic processes such as population growth and urbanization, together with processes such as globalization and regionalization, are of ten the guiding f actors that determine the f unctions of land and thus govern the relationship between people and land. However, through political abuse, land has f or years been used as a tool to win voters and f or self -enrichment, resulting in unbridled issuance of state and public property, parceling of land without road and drainage plans, issuance of maintenance strips, and the absence of proper land use planning. All of this has led to urban sprawl over the years, resulting in long travel times, limitation of residential enjoyment, and upward pressure on property prices as there has been little impetus f or decentralized goods and services provision. In 2014, a State Decree was issued that def ines residential areas f or the f uture. Again, it can be seen that residential areas have been designated without a sound growth poles/urbanization plan, road and drainage plan, etc. These residential areas even cover protected natural areas and a lot of good agricultural land (as the Agro-Economic Zoning Study f ound). This is shown on the map on the next page. It is theref ore possible to issue the land of all these identif ied areas. The map below has eliminated the overlap between residential areas on the one hand and protected natural areas and agricultural land on the other in f avor of protected and agricultural areas. On those areas suitable f or agriculture, houses can indeed be built and roads constructed, but to the extent that it supports the economic utilization of the land there. Land rights should be recognized and together with this map should be the starting point f or f urther elaboration to arrive at structural plans. Strategic Action items

1. Per State Decree, change the residential areas f rom the situation shown on the f irst map (on the f ollowing page) to the situation on the next map.

2. Recognize land rights of tribal communities; indigenous organizations (e.g., the VIDS) will write a specif ic development plan based on this recognition.

3. Draw up and legally enshrine zoning and structure plans . Page | 37 FigureA6.2.6: Current status of inhabited areas, areas with issued land and areas with residential status Page | 38 Figure A6.2.7: Proposed new designation of residential areas Page | 39 A6.3.2 Family transfer Legislation related to transf er of domain land in ownership, dates back to 2003 (SB 2003 No. 7 and 8), with an implementing decree of 2009 (SB 2009 No. 22). In 2014 and 2015, a pilot f or the transf er of domain land in ownership was conducted f or 6 months in the f ollowing areas :

1. Flora A+B (Paramaribo)

2. Zorg en Hoop (Paramaribo) 3. 1e rijwegkwartier (Paramaribo)

4. Paloeloeweg (Saramacca)

5. Dahlbergweg (Para) 6. van Pettenpolder (Nickerie) The proceeds were estimated at SRD 196 million in case of optimal execution in the 6 areas. In the end only 2 plots of land were transf erred in ownership f or a total amount of SRD 205,000. The pilot showed that there was little interest in the land conversion because: 1. those interested f ound the purchase price too high and believed that f or that amount they could buy parcels with a title to ownership; 2. interested parties did not have money in cash and establishing a mortgage with a bank was not an attractive option; 3. ground rent and right of ground lease are "strong" rights (also of f er legal certainty), as a result of which the conversion would have little added value f or those entitled to it 4. the State f ailed to promote the transf er of domain land by providing inf ormation (including the benef its) to a suf f icient extent through the media. From the point of view of the state, land conversion seems attractive because it has the potential to generate quite a bit of income (although the pilot shows otherwise). From the perspective of people looking f or land, the f amily transf er (transf ers within the f amily, in which the parents want to transf er the land - which has been occupied and cultivated f or years - to the children) has much more impact than land conversion. It is estimated that a good 40 to 50% of the applications f or land come f rom people who want to ef f ect a f amily transf er of (a piece of ) land. However, because the procedures are unclear, costly and lengthy, people then apply f or a piece of domain land. Thus, with the f amily transf er approach, the current application s to the government, land and housing shortage, and urban sprawl can be greatly reduced, and at the same time (since it involves a large group of people) a lot of money can be generated f or the state. The current f ees charged on transf er of real estate (total between 11% and 13%): Page | 40 Government • Stamp duty 7% (tax) of the appraisal value approved by MI-Glis (value of land and buildings) transf erred to the State through MI-Glis • 7% of the value of the bare land (determined by the Valuation Institute) Notary • Notary f ees: 3% of the approved appraisal value (land and buildings) • SRD 500,- f or administration costs f or the civil-law notary • SRD 1600-1800 f or other costs • Sales tax: 12% of the civil-law notary's f ee, administration and other costs. MI-GLIS • Sales tax: 8% of the civil-law notary's f ee and administration costs • Commission M.I. Glis: 6 per cent of the approved appraisal value • Inspection costs SRD 30,- Appraiser • Fee of the appraiser (2 per mille in Paramaribo, 4 per mille outside Paramaribo of the appraised value, value of the land and buildings) - does not include the 13% transf er cost It is recommended that in order to solve this social problem, the State reduce the percentage of stamp duty payable on deeds of transf er of ownership of immovable property, which is currently 7% of the value of the property or rights in rem. This requires that the Stamp Duties Act be amended accordingly. For the transf er of land by parents to children, it is recommended to include a reductio n of the transf er f ee, as there is no actual commercial transf er (parties involved - Minister OW, Minister GBB, MI-Glis, Civil-Law Notaries - should consult each other f or the determination of the transf er f ee) Strategic Action Items

4. Modif ication of stamp duty for f amily transf ers

5. Making the f amily transf er process easier and less expensive and properly communicating this to the public Page | 41 A6.4 Schools A6.3 Scholenas Training and Education als training- Centers en opleidingscentra ase expansion of the number of participating ase Adapt schools infrastructure, Establish and e uipment and operationalize training of management Make an executives body inventory of ase 2 existing laws Pilot started and regulations for possible updating, Cooperation supplementati agreement with on or relevant CBOs ase extension replacement and NGOs to the rest of the country full Evaluation and implementation adaptation of the concept where necessary Based on the commitments arising f rom the UN 2030 Agenda including SDG 4: Ensure equal access to inclusive and quality education and promote lifelong learning opportunities for all , it is important that in addition to the traditional way of teaching - within f ormal education - energy is also put into creating opportunities f or customized low-threshold and af f ordable training, education programs and suchlike for small entrepreneurs, employees (including civil servants), the unemployed, early school leavers, people with disabilities, in short, any citizen who needs f urther study, retraining, development of his / her talents and "lif elong learning". Optimal use and development of talent is important f or the welf are of citizens and social cohesion in the community, but also serves to stimulate business, particularly in view of growing income inequality due to weak small and medium-sized enterprises and of fshore oil exploitation. Those trainings, educational programs, etc., in line with international trends, can be f acilitated within the existing inf rastructure of education, especially the schools. Af ter all, these are present in every neighborhood and district and have the necessary utilit ies, sanitation f acilities, access and spaces. Available f igures show that about 93% of public schools are not in use af ter the regular school hours of 07:00-13:00 hours, and could theref ore be used to provide low-threshold, af f ordable educational programs, training and courses f or anyone who needs them. In addition, this widespread network is on average only used f or less than 18% of the year. Page | 42 Table A6.4.1: Overview of available school buildings of primary education at primary and secondary levels (Source: MinOW&C, Research and Planning Department, Adaptation: SPS) GLO (incl. S.O) VOJ-LBO VOJ-MULO VOS No. District Day Night Day Night Day Night Day Night 01 Paramaribo 54 0 23 2 22 4 20 5 02 Wanica 40 0 7 1 12 0 8 1 03 Para 10 0 2 0 5 0 0 0 04 Saramacca 11 0 3 1 3 0 2 1 05 Commewijne 15 0 2 1 4 0 0 0 06 Marowijne 8 0 1 0 5 2 0 0 07 Coronie 1 0 1 0 1 0 0 0 08 Nickerie 22 0 5 1 8 1 5 2 09 Brokopondo 8 0 2 1 4 2 0 0 10 Sipaliwini 23 0 3 0 3 0 0 0 Total 192 0 49 7 67 9 35 9 The challenge is to transf orm those schools into multi-f unctional community centers where services aimed at "lif elong learning", social cohesion and sustainable development of individuals and communities - beyond regular school hours - are provided by the Government (i.e. Ministries of MinOW&C, LVV, OW, ROS, AWJ, TCT and EZ, and their working units) together with the private sector (e.g. the "champions"), the district administration and traditional authority, CBOs (e.g. "community mobilizers") and NGOs. This can contribute to, among other things: • retraining, upgrading and up-skilling of civil servants f or jobs in the private sector or as small entrepreneurs, among others; • creating opportunities f or people with disabilities that will increase their chances of getting a "decent job" (SDG 8). This allows them to build a reasonable and dignif ied existence. In this context, one can think of setting up collective kitchens (social business); • strengthening and enabling NGOs and CBOs; • creating opportunities f or early school leavers; • young people and adults: through training and courses in basic lif e skills ; • utilizing and optimizing people's talents, so they can do what they do best. The training, courses, and programs are primarily designed to provide people with more development opportunities by giving them more skills and knowledge and building networks. The training, courses and programs can range f rom handicraf ts to programming, and f rom technology to art. In this context, examples include: a. training, courses and programs aimed at: • the agricultural sector: urban f arming (e.g. hydroponics), horticulture, ornamental horticulture, certif ication, etc. Page | 43 • business training: cost-benef it analysis, management accounting, writing a business plan, market research, f inancing options, etc. • engineering: wood and metalworking, working with polymers, 3D printing, welding, etc. • vehicle technology: bicycle and moped repair, simple car maintenance • gas, water and sanitation: installation, maintenance, troubleshooting • electricity: installation, maintenance, problem solving • construction: working with concrete and wood • communication: presenting, writing, summarizing • arts and craf ts: authentic culture (including heritage), cooking courses, etc. • language and cultural skills • ICT: computer repair, programming, app development, etc. . b. Facilities f or arts and culture, childcare, homework assistance. Of course, what of f ers at possible at the dif ferent locations needs to be further looked into. Students, recent graduates, experts by experience, hobbyists, etc. can all participate (af ter screening) to of fer their services as trainers, coaches, teachers, etc. and earn some extra money. Applicants should be given an incentive to take multiple courses and encourage o thers to join (e.g. when introducing a number of new students you get a voucher). Participating parties (companies, government, NGOs, CBOs, etc.) can share in the cost of inputs, such as transportation, equipment, consumables, etc. The aim of this is also to keep costs as low as possible. The activities in Table 2.1 are a proposal of what should be done to implement this . Strategic Action Item

1. Form interdepartmental committee to implement the above timeline of results to transf orm schools into training and education centers (f irst as a pilot, f rom which to scale up). Technical assistance to this end can be obtained f rom f riendly nations such as Japan, China, Signapore, Thailand and South Korea. Page | 44 Table A6.4.2: Activities aimed at the transformation of schools into training and education centers K.T M.L.T L.T. No. Activities 1-3 3-5 5-10 Estimate in USD mln. yrs. yrs. yrs List existing laws and regulations for possible updating, 01 X Personnel costs supplementation or replacement 02 List active CBOs and NGOs by purpose, target group and district X Personnel costs Identify the need for educational programs, training and courses by 03 X Personnel costs target group 04 List the condition of existing infrastructure (public schools) X Personnel costs Establish a management structure with representatives from Personnel costs 05 X Government, the private sector, CBOs and NGOs (attendance fees) Sign cooperation agreements with relevant stakeholders (private Personnel costs 06 X sector, CBOs and NGOs) (preparatory costs) Update, supplement and/or replace laws and regulations and submit Personnel costs 07 X them for approval, ratification and promulgation. (preparatory costs) Set up management and accountability structure and define Personnel costs 08 X processes (preparatory costs) Preparation and execution of phase 1, 2, 3 and 4 of the project 09 (adaptation of infrastructure, furnishing of classrooms, purchase of X USD 5,000,000.00 equipment) Prepare and implement phase 2 Pilot at 60 (3 times 20) public 10 X To be determined schools Implementation phase 3 evaluation of the pilot and adjustment where 11 necessary of the concept, expansion of the number of participating X To be determined public schools Implementation phase 4 extension to the remaining public schools in 12 X To be determined the country (full implementation) Page | 45 A6.3 Scholen A6.5 als training- Surveillance against en opleidingscentra Illegality and Crime Because of the vastness of the territory and the relatively small population, various agencies have f ailed to adequately monitor and control (M.C.S., or Monitoring, Control, Surveillance) all kinds of activities. Primarily as a result of this, there is likely to be: • Illegal f ishing and sale at sea • Illegal logging, transportation and export • Illegal gold mining with associated environmental pollution and destruction • Narcotics-related activities in the interior • Robberies at sea in territorial waters • Illegals entering the country f rom all neighboring countries For reasons of saf ety and nature and environmental c onservation, these issues need to be tackled; however, carrying out these checks in the traditional way using coast guard boats, army units, etc. is costly, time-consuming and cumbersome. A practical proven solution to this is the use of drones, which can be deployed quickly, have a decent range, are undetectable, and can be equipped with all kinds of equipment f or dif ferent types of detection. Drones are theref ore capable of more ef f icient and ef f ective detection when it comes to illegality and crime, but - although ministries such as Justice and Police and Def ense have this approach on their wish lists - they require a signif icant investment. A solution that does not have to cost the government a lot of money and theref ore takes a long time to implement is a Public-Private Partnership between the government and a company where this equipment can be leased, the drones and associated equipment maintained and replaced on time, and local personnel trained (a multinational operating in the gold sector in Suriname will start this process). Agreements can even be made about what data the equipment owner can or cannot see because of its sensitive nature. It is theref ore important that those ministries that have an interest in this f orm a working group together to prepare a Terms of Ref erence f or companies to sign up f or. This lease structure can relatively easily ensure that monitoring and detection are conducted at a considerably higher level. Strategic Action Items

1. Based on a Terms of Ref erence (ToR), a public tender will be held to lease surveillance drones on a short-term basis in accordance with a long -term program. Page | 46 A6.6 Public A6.6 MilieuAdministration A . . Privatisering A . . 2 staatsbedrijven met A . . Cooperate with minderheidsaandeel Establishing NGOs and CBOs voor de overheid A . . 5 Start the PPPs for money in the exercise of m.u.v. automation and generating public non money nutsbedrijven digitalisationof tasks generating A . . government government Toepassen van A . . procurement, functions de medebewind Definition document and taken in huidige tracking, HRM, situatie op basis implementati A . . 0 cash collection van artikel van on of Reactivate the modalities of et RO A . .2 Carrying Suriname termination Business orum out successive A . .5 Prohibition of process, function of service conflicts of interest A . . and structure A . . Mogelijkheden descriptions Consultation A . . Adoption cre ren voor and promulgation of A . . Drafting, districten om with submitting, adopting op een stakeholders the Government Information Act and promulgating wettelijke on PSR the General process wijze eigen A . . Updating, Administrative Law middelen te submission, adoption Act A . . Coordinating vergaren A . . Setting up and promulgation of foreign posts with line an independent ministries for targeted the New Civil Code corruption hotline international cooperation Throughout the decades, the Surinamese government has recruited disproportionate share of employees in society, as a result of the unrestraint hiring of personnel, but also by operating as a (major) player in various sectors. The result is a distortion of sectors, unf air competition, inef ficiency within the government, waste of state resources and human capital, and political abuse. A serious issue here is the middle management in ministries, who on the one hand are put under pressure by the leadership to get things done, but on the other hand have to operate with hardly suitable lower management. With, on top of that, a bureaucratic maze, various agendas, unclear or missing processes, procedures and responsibilities, f requently changing leadership (competent or not), and low salaries, this (perf orming part of ) middle management is f orced to make long days in order to still achieve something. Then it is easy to imagine that this middle management is of tentimes demotivated and eventually becomes task-oriented, and immediately seizes the f irst opportunity to work elsewhere. It must not be easy f or the top management of a ministry to work in such a way, either, as can be seen f rom the low percentage of capital expenditure in the budget that is actually realized, namely f ar below 10%. There is of ten talk of "Public Sector Ref orm" (PSR) in this context, with the f ocus of ten being on reducing the number of civil servants because that skews the budget altogether. However, it is clear f rom the f oregoing that much more is needed than just layof f s. In the past, a start was made on PSR, but it was more about structure, (planning of ) projects, f unctions, and responsibilities. A major omission, however, is the definition and recording of processes: as a result of such an exercise, different types of responsibilities in each step of a process can be made visible to anyone in the organization (e.g. the process in A2 to create this development plan. With a matrix diagram, responsibilities - and thus Page | 47 f unctions - can become visible). The necessary organizational structure then becomes evident, monitoring and evaluation points are built in, and corruption-sensitive moments (such as conf lict of interest) become visible. Process automation and digitization will also be easier. Government ref orm, among other things because of the f oregoing, should include at least the f ollowing :

1. Ef f iciency

2. Promote transparency and remove corruption vulnerability

3. Retreating government

4. A government that builds partnerships with the private sector, NGOs, and CBOs

5. Inclusion through decentralization Strategic Action Items

1. Broad involvement of all actors, including government unions and media, f or the (relevant) issues listed below must be realized. Efficiency

2. Succesively process, f unction and structure descriptions must be carried out in all ministries, with monitoring and evaluation moments, ef f iciency (e.g. in intra-ministerial money transactions), transparency, and prevention of corruption having a prominent role.

3. Modalities to shed surplus civil servants must be def ined and deployed. Examples are early retirement, commutation schemes, loan agreements, etc. Redundancy is also greatly f acilitated by the provisions of sections A6.1, A6.2, A6.3, A6.4 Promote transparency and remove corruption vulnerabilities

4. Establishment of independent corruption hotline.

5. Prohibition of conf licts of interest, such as multiple government salaries, board positions of (top) of f icials in political parties, etc.

6. Adoption and promulgation of the New Civil Code Act (already in draf t f orm).

7. Adoption and promulgation of the Government Inf ormation Act regulating what the government must do in public.

8. Adoption and promulgation of the General Administrative Law Act, which indicates how administrative bodies must behave towards citizens and what decisions and administrative procedures are available to citizens, such as objection and appeal to the courts . Page | 48 Retreating government

9. Transparent sale of 49% of shares in utilities, and f ull and transparent privatization of all other state- owned companies (f ormer Surland, Melkcentrale, Alliance, etc.) under proper conditions, whereby anyone (individuals, but also, f or example, pension f unds) can buy shares.

10. Use the Suriname Business Forum to channel questions, comments, suggestions, etc. f rom various interest groups f rom the entrepreneurial f ield to the government f or quick respons . A government that builds partnerships with the private sector, NGOs, and CBOs and traditional authority

11. Outsource various tasks in a PPP context to the private sector (weighbridges, maintenance of parks, squares and monumental buildings, f erry connections, packing house, etc.).

12. Actively and structurally f acilitate NGOs, CBOs and traditional authorities in order to deploy them where the government is unable to f ulf ill its task, such as protection of natural areas, community policing, neighborhood development, shelter f or the homeless, etc. Inclusion through decentralization

13. Create opportunities f or districts to raise their own f unds in a leg al manner, including through capacity building (training, manuals, processes, etc.).

14. Apply the co-government duties in current situation based on Article 1 of the Spatial Planning Act allowing much more to be done by the district commissioners and board . Automation and Digitization

15. The government has recently proven that a small team can be used at the Central Of f ice f or Civil Af f airs (with 43 of f ices nationwide) to digitize small processes that have a major impact on its customers, namely digitizing the request f or extracts needed at certain institutions, such as banks. This same team should be used to digitize (relatively simple) processes one by one in the same successf ul way. In this context, the f ollowing is important: a. Government purchases (where all contracts concluded by the government are also available for public inspection) b. Document tracking management system c. Human resource management d. Collection of f unds Page | 49 Collaboration and positioning

16. The strategy set out in this Development Plan must be promoted by the government through its embassies and consuls abroad. The Ministry of BIBIS must be clear in this matter by f orging good partnerships with the various line ministries in order to achieve international cooperation through the f oreign posts, which will give substance to the strategic action points per ministry as included in this document. High impact 11 12 2 15 1 9 4 3 16 5 7 Difficult to 10 Easy to 8 achieve achieve 6 14 13 Low impact Box A6.6.1: Elaboration of strategic action items A6.6.2 and A6.6.3 Process, function and structure descriptions EZOTI: Automation of processes B. Introduction commutation Introduction payments recruitment committee for Draft protocol civil servants C. Lending to for transfer companies D. Reallocation of poor Introduction of performers Preparation of HR evaluation communication plan system AWJ & F&P: A. Early Strengthening of SAO, Meeting with retirement SPWE, NOB stakeholders 2021 2022 2023 2024 2025 Page | 50 A6.7 Nature A6.6 Milieuand Environment A . .2 Introduction of deposit for plastic and A . . 0 Submission, glass adoption and packaging promulgation of the material A . .5 Drafting, Nature Protection Act submission, A . . adoption and Introduction of promulgation of the harsher penalties A . . Public aste Act for environmental Private offences Partnership A . . Setting up PPP for waste a measuring management and station off the A . . disposal coast Establishment of Environmental Authority A . . PPPs with co management of local people for data collection, rehabilitation, A . . NDCs translated A . . protection, etc. into concrete projects Introduction of by the ministries carbon tax In the vision of environmental planning, both acute environmental problems and medium -term environmental issues should be addressed. The objective of environmental planning is to maintain the benef icial f unctions of ecosystems, thereby enabling sustainable socio -economic development. Some environmental issues, which Suriname f aces, are climate change, pollution, waste management, def orestation, and use of toxic substances such as mercury. Def orestation is addressed in the f orestry section (A6.8), and use of hazardous substances in the section on gold (A6.14). 6.7.1 Climate change Climate change poses a serious threat to our country; estimates suggest that a 1-meter rise in sea level would af f ect more than 6.4% of Suriname's GDP, 7% of its population and 5.6% of its agricultural land. Indigenous and Maroon communities are at risk because of their economic situation and location in remote areas where extreme droughts and f loods have been recorded in the past. Failure to take this reality into account can lead to serious consequences for the economy and for people 1. To this end, Suriname has committed itself - as part of the "Paris Agreement" - to the establishment of the Nationally Determined Contribution NDC’s . 1State of the Climate Report Suriname, Summary for Policy Makers, Inter-American Development Bank, July 2021 1 State of the Climate Report Suriname, Summary for Policy Makers, Inter-American Development Bank, July 2021 Page | 51 Caribbean countries are extremely vulnerable to climate change and natural disasters. Extreme weather events are common: the region experienced a record number of storms in the 2020 hurricane season. The latest IPCC report also indicates that extreme weather events can strike more f requently and severely; the entire annual GDP of a small country can be wiped out, with the poorest suf f ering the most. Building f inancial resilience and investing in preparedness (disaster relief , health care, and social saf ety nets) are critical to reducing the large human and economic costs resulting f rom climate change. 6.7.2 Waste management There is a lack of inf ormation on the amount of waste generated and collected in Suriname. Based on research by the University of Suriname, it is estimated that in Paramaribo and Wanica (the two most populated districts) each person generates an average of 0.5 kg of waste daily, of which more than 10% is plastic material. Most of Suriname's collected waste is dumped at the Ornamibo open dump controlled by the Ministry of Public Works in the district Wanica. The proximity of this dump site to residential areas causes numerous very serious environmental and health problems, including degradation of natural vegetation, contamination of water sources and air pollutio n2. Most countries in the region have operational waste legislation and sanitary landf ills. This also allows f or the production of the necessary data related to "Waste Disposal Quantities"; however, Suriname is an exception to this 3. 2 https://blogs.iadb.org/caribbean-dev-trends/en/run-out-of-waste-day-in-suriname/ 3 Solid Waste Management in the Caribbean. Proceedings from the Caribbean Solid Waste Conference, April 2016, Inter-American Development Bank Page | 52 6.7.2 SWOT Strenghts Weaknesses a) Small population density g) Inadequate coordination, both at the b) Second largest f reshwater reservoir institutional level and between institutions c) Net oxygen producing and net carbon dioxide h) Insuf f icient f inancial resources absorbing land i) Inadequate waste management and disposal d) Environmental f ramework law j) Insuf f icient measures f or recycling, re-use, e) Low absolute greenhouse gas emissions repurpose f ) Relatively stable weather conditions and k) Lack of political will enormous wealth of natural resources l) Low environmental awareness m) Sustainable management of f orests q) Sea level rise and extreme weather conditions n) Financing opportunities f or sustainable f orest due to climate change management, including setting up data and r) Increased mercury impacts on the environment monitoring systems f or f orest and land use and s) Salinization due to salt water intrusion climate change tracking t) Ef f ects of environmental degradation f rom o) Creation of new jobs f or environmentally mining, f orestry and agriculture f riendly and cleaner technologies Opportunities Threats High impact k p m n j l s q Low g High risk h risk i r o j Low impact Page | 53 Strategic Action Items (Strategic action items related to surveillance and use of toxic substances are included in A6.5 and A6.14)

1. Public Private Partnership (PPP) f or waste management and treatment, where the possibilities f or a nationwide system of separate waste collection and a f ormalized inf rastructure f or reuse of waste (recyclable waste) are the necessary requirements and a "Sanitary Landf ill" set up according to international requirements.

2. Introduction of a deposit f or plastic and glass packaging materials (research has shown that with an investment of 2-3 million USD, almost 60% of these packing materials can be recycled).

3. Introduction of harsher penalties f or environmental crimes (e.g. uncontrolled burning of waste).

4. Establishment of an Environmental Authority responsible f or the technical implementation of environmental policy, with the means to take corrective and incentive action.

5. Draf ting and promulgation of waste law to regulate collection and disposal.

6. Establishment of a monitoring station in the sea of f the coast of Suriname.

7. Conversion of NDCs into concrete projects by the ministries.

8. PPPs with local and international NGOs with co -management of local populations of natural areas - and their biodiversity - f or: • the establishment of data collection systems in order to secure green f inancing • rehabilitation (including ref orestation) of damaged areas • see strategic action item A6.10.3 with respect to NTFP development

9. Introduce "carbon tax" on greenhouse gas emissions of multinational actors in the extractive non- renewable sectors, such as oil & gas, gold, bauxite, etc .

10. Adoption of Nature Protection Act (already in draf t). High impact 8 9 7 10 1 Difficult to 4 Easy to achieve achieve 2 3 6 5 Low impact Page | 54 A6.7 Informatie A6.8 Information anden Communicatie Communication Technologie Technology A . . Split responsibility for telecom infrastructure and A . . Launch of services gamification events A . . A . . 0 Drafting Implement and incentives to A . . Establish implementation host virtual ICT cluster with of incentives for local content allocation of the ICT sector location and start A . .2 up capital A . . Draw Reduction of up a plan of tariffs on ICT approach for e uipment the rollout of A . . Establishment 5G and roll out of infrastructure A . . Construction of Internet Protocol the designed version A . .5 Setting up Makerspace PPP for an Internet Exchange Point A6.8.1 Overview As of January 2021, there were approximately 352,100 internet users in Suriname. This was an increase of 37,000 (+12%) 4between 2020 and 2021. The internet penetration rate5 is 58,7% in January 2021. There were approximately 1.03 million mobile connections in Suriname in January 2021. This was an increase of 1.4% between January 2020 and January 2021. The number of mobile connections is equivalent to 174.5% of the total population. The ICT sector (accounting f or 7,000 jobs) needs a major boost to grow to the level of services used by the of f shore oil and gas industry . The E-Government Development Index (EDGI6) ref lects the state of e-Government development of United Nations member states. In addition to assessing the patterns of website development in a country, the EDGI includes access characteristics, such as inf rastructure and educational level, to ref lect how a country uses inf ormation technologies to promote access and inclusion f or its residents . The EDGI is a composite measure of 3 key dimensions of e-Government namely delivery of online services 7, telecommunication inf rastructure8 and human capacity 9. 4https://datareportal.com/reports/digital-2021-suriname 5 Internet penetration rate corresponds to the percentage of the total population of a given country or region using the Internet 6 The EDGI is a performance rating that compares different national governments. 7 This index measures the ability and willingness of a government to provide electronic services and communicate with its citizens. 8 This measures the existing infrastructure required for citizens to participate in E-Government. 9 The human capital index is used to measure the ability of citizens to use - public services. Page | 55 Graphs A6.8.1 (Source:UN) and A6.8.2 (Source: UN) E-Government Development Index E-Government Development Index (rank) E-Government Development Index (value) 200.00 0.60 180.00 160.00 0.50 140.00 0.40 120.00 Rank 100.00 0.30 Value 80.00 60.00 0.20 40.00 0.10 20.00 0.00 2003 0.00 2004 2005 2008 2010 2012 2014 2016 2018 2020 A6.8.2 International trends Inf ormation and communication technologies (ICT) are being used worldwide to increase productivity, value creation and (hence) competitiveness in all sectors of the economy. It is an ef f ective tool that can be used to reduce poverty, expand health services, increase educational opportunities and generally improve the quality of lif e of its inhabitants. This is ref lected in the f igure below: Figure A6.8.1: Strategic framework of the seven technologies (Source: MIT Executive Guide) Page | 56 ICT plays an important a strategically important role in relation to the SDGs. In doing so, a link should be made with the goals of the Broadband Commission f or Sustainable Development of the International Telecommunication Union (ITU) and UNESCO. The ambitious goals o f this commission include:

1. Having a "broadband plan" f or each country;

2. Availability of af fordable internet;

3. Increasing internet penetration;

4. Developing digital/ ICT skills;

5. Increasing use of "Digital Financial Services";

6. Increase connectivity f or Micro-, Small- and Medium-sized Enterprises (MSMEs);

7. Strive f or gender equality in all the af orementioned goals. The goals mentioned are strongly related to the SDGs and can in part even be seen as prerequisites for being able to achieve several SDGs. These goals theref ore f orm a part of this MOP when it comes to the strategic direction in the f ield of ICT. 6.8.3 SWOT Strengths Weaknesses a) A modernized telecommunications network e) Lack of the right ICT statistics b) The Telecommunications Authority Suriname f ) No universal access: digital (among other (TAS) has a supervisory role things, due to lack of scale advantage) c) An extensive wireless inf rastructure with a g) Shortage of technical management coverage that includes a large part of the h) Outdated equipment of Telesur Surinamese territory (including the interior) i) No internet exchange point d) A well organized ICT association with a long term vision j) (Further) liberalization of the n) Increase in cybercrime telecommunications sector o) Competitive international and regional markets k) National and international p) Laws and regulations, particularly the Electronic partnerships Communications Act, lag behind regional, l) Developing telecommunications markets international and technological developments in neighbouring countries, in particular Brazil q) Education is not suf f iciently responsive to the (m) ICT in other sectors (e.g. health care) sector Opportunities Threats Page | 57 High impact j i h q m n Low High risk k e risk p o l f g Low impact Strategic Action Items

1. A Makerspace must be designed, built and commissioned (a FabLab costs about US$500,000).

2. The ICT sector should be stimulated with very f avorable tarif f s on device imports. This can be done by removing the levy imposed in 2017 on imported ICT products.

3. A system of incentives must be set up f or organizations to host local content in Suriname.

4. A specif ic location f or local ICT companies, which together f orm a cluster organization. For example, the premises, such as the old building of the Ministry of Justice and Police, can be handed over in PPP f orm and f urther maintained by the cluster organization. The cluster organization can be f urther shaped by the India f unded Center of Excellence.

5. An Internet Exchange Point should be set up in PPP f orm.

6. There should be a level playing f ield between telecom service providers and the owners of (entry/exit) inf rastructure (especially the international sea cables); to this end, as in the energy sector, Telesur should be split up.

7. Use of IPv6 will have to become a f act; a survey must be carried out of all f irm-, sof t-, and hardware present that needs to be upgraded or even replaced. 8. 5G wireless technology can have a major impact on productivity and value creation f or businesses. A plan f or this needs to be put in place f or the entire territory.

9. The government should initiate gamif ication events (possibly in PPP context) that can contribute to solving social issues (possibly with the help of f oreign partners).

10. Suriname, with its cheap labor f orce and multilingualism, has a unique opportunity to e xpand Business Process Outsourcing (BPO) sector. This sector is quite labor intensive with a small f ootprint. Foreign companies have already made signif icant investments in Suriname to this end. Despite the Page | 58 f act that BPO is increasingly done in a f ully automated way (e.g. by artif icial intelligence), there is still ample room f or growth in the segment of more complex processes. The government must draw up a coherent package of incentives to attract investors in this sector (f oreign partners may be able to help in this context). High impact 5 3 2 1 4 Difficult to Easy to 6 7 realise realise 10 8 9 Low impact Page | 59 A6.9 Milieu A6.6 Tourism A . .5 Setting up Tourism Satellite Account System A . .2 Drafting, submission, A . . Allocation of adoption and financial resources promulgation of for promotion A . .5 Establish the Tourism tourism clusters Authority Act for Moengo and A . . Adoption Nickerie and implementation of tourism norms and standards A . . Establish tourism cluster at reservoir area A6.9.1 Global Developments • Saf e destinations (security): ef f ects of terrorist attacks and Covid -19 on the travel market in recent decades have led some 45% of travelers to be seriously concerned about saf ety and security nowadays, and a third pref er to choose saf e destinations. • Millennials: they spend more money on travel than any previous generation. • By extension, the importance of bloggers can also be mentioned, as bloggers share experiences on social media and rely heavily on user reviews when making trips. • Authenticity; culture and locals: a trend that has been going on f or years is the desire for authenticity. In well-known and popular destinations, tourism is taking on unprecedented proportions, increasing the need f or unique destinations. • Green untouched nature: increasing interest in untouched nature and wildlif e. • Sustainable tourism and ecotourism: sustainable tourism takes f ull account of its current and f uture economic, social and environmental impacts, and that meets the needs of visitors, industry, environment and local communities. Ecotourism is responsible travel to natural areas that preserves the environment, supports the well-being of local people, and involves interpretation and education. • Airbnb: by f ar the largest provider of accommodation, surpassing the world's top f ive hotel brands, including Marriott International, Hilton Worldwide, and Wyndham Worldwide. Page | 60 • Social media: More and more travelers are going online f or their f uture travel destinations and accommodations and surf ing the Internet f or travel inspiration and peer validation. • Individualism: according to experts, the days of organized tours f or a vacation destination are long gone and a contemporary traveler pref ers to rent a car to explore the country on their own rather than participate in an organized tour with a group of visitors accompanied by a travel guide. A6.9.2 Suriname and international developments • Saf ety: Suriname still ranks among the saf est countries. • Millenials: f or millenials Suriname may at f irst sight seem a less attractive destination. Af ter all, there are no sparkling or spectacular attractions available f or tourists in that age group, but if we look at the millenials in the Surinamese diaspora market and we take into acco unt the trend of nostalgic vacations, then Suriname could be an interesting vacation destination f or the second and third (and maybe the f ourth) diaspora generation of Suriname and even millenials who don’t have roots in Suriname but have spent part of their youth in Suriname could be an important new market f or the country's tourism industry. • Authenticity; culture and locals: Suriname lends itself extremely well to the experience of authentic cultures, including heritage, culinary tourism and integration with locals or even tribal communities. However, the cultural products on of fer are not yet suf f iciently developed and/or promoted. • Green Unspoiled Nature: Suriname is known f or its pristine nature, although gold mining, logging and other uncontrolled activities f orm a serious threat in this context. • Sustainable Tourism and Ecotourism: With regard to sustainable tourism and ecotourism, Suriname as a vacation destination cannot yet f ully comply with the strict guidelines of these f orms of tourism. • Airbnb: private homes, apartments, and the larger hotels are af f iliated with Airbnb. • Social Media: this medium is still insuf f iciently used f or promotion. • Individualism: tourists arrange their travel mostly through a tour operator. Although this is not in line with the need to travel around independently, the risks that can be associated with a self -organized trip to the interior do not outweigh a saf e group trip booking with a reliable tour operator in Paramaribo. Page | 61 A6.9.3 SWOT Strenghts Weaknesses a) Culture, cultural heritage, multilingualism i) Destruction of nature mainly due to gold mining b) Flora and fauna, and landscape of the jungle (core product) j) Norms and standards are not tested among/with the industry c) Sector in part organized in SHATA, UTGS and Hospitality k) Insufficient number of attractions and accommodations Collective (including in the interior) d) Draft norms and standards l) Draft Tourism Authority Act does not have sufficient coercive e) Draft Tourism Authority Law and incentive mandates f) Many attractive private investments (bike trail Commewijne, m) Inefficiencies in the tourism value chain Bigi Pan resort, resorts on the reservoir, etc.) n) Inadequate promotion g) Indigenous and maroon cultures o) Product offered not consistent in quality resulting in h) Road connection with Guyana and French Guiana unbalanced price-quality ratio of national tourism product p) Limited crossing facilities with Guyana and French Guiana q) Global increase in green and nature tourism x) Threat to nature from (illegal) gold mining and logging, where r) Suriname is a relatively safe destination interests play a major role s) Visitor potential from the US with American Airlines; y) Continued pandemic t) Sufficient potential for accommodation and other facilities z) Due to recent offshore discoveries, insufficient attention for near the reservoir (core attraction) the tourism sector u) Potential for cross border tourism: Moengo and Nickerie v) Influx of foreigners related to offshore oil and gas w) TUI resumes package tours to Suriname Opportunities Threats High impact t q k r x i o m s y s n z w r j l j Low High risk risk u v p Low impact Strategic Action Items

1. Adoption and implementation of norms and standards: to ensure the quality of the services and products of fered, concepts of norms and standards f or lodges, apartments, etc., and linked to the CrossQ Caribbean standards, have been prepared. Page | 62

2. Adoption of the Tourism Authority Act (and the Tourism Framework Act): the Act should be provided with clear mandates f or the authority to conduct inspections f or compliance with norms and standards, with f ines in cases of non-compliance.

3. Promotion: f unds should be spent annually on promotion of Suriname's tourism product through participation in various trade shows in major tourist-generating countries, promotion through social media and the Internet, billboard s, television spots, etc.

4. Establishing a tourism cluster in a PPP context: creating high-quality accommodation capacity and other f acilities at a strategic location in the interior of Suriname: the Brokopondo reservoir area, which lends itself perf ectly to all kinds of activities and is attractive because of the biod iversity present. A suitable piece of land along the lake is allocated and the government invests in basic inf rastructure (possibly in a PPP context). Surinamese and f oreign entrepreneurs will then be given the opportunity to invest in accommodation and ot her f acilities to create suf f icient capacity. This proposal will be discussed with and adapted by international travel agents (TUI, American Airlines Vacation, etc.), who in turn will of f er package tours to Suriname at competitive rates through mass purchases. This will lead to: an increased number of visitors, more af f ordable travel, supply of a dif f erentiated package of tourism f acilities and services geared to international trends in tourism, signif icant direct and indirect employment opportunities f or t he local population, and a signif icant positive ef f ect for the development of the tourism industry in the capital Paramaribo.

5. The same initiatives can be undertaken in Nickerie (Zeedijk) and Moengo.

6. Set up Tourism Satellite Account System. High impact 4 5 3 Difficult to 2 Easy to realize realize 6 1 Low impact Page | 63 Box A6.9.1: Elaboration of strategic action item A6.9.4 Projection facilities (coordination with international tour operators) Basic infrastructure design Stakeholder meeting with Allocation of sector A6.9.4 Set up land to business cluster entrepreneurs management Conduct feasibility traamHR study evaluatie Agreement with international systeem tour operators such as TUI and Stakeholder / or American Airlines vacation meeting with locals 2021 2022 2023 2024 2025 Page | 64 A6.8 Bosbouwsector A6.10 Forestry A . 0. Certification of forest operation A . 0.2 Stimulate timber processing A . 0. and Establishing simultaneously PPPs for the reduce A . 0. Allocation of realisationof roundwood geographicalcentre for NT P production exports timber processing units in the interior A . 0.5 Convert SBB into an authority A6.10.1 Overview Def orestation in Suriname has increased dramatically in the past 20 years, and doubled in the past 10 years. This is partly due to the substantial increase in roundwood exports (up to as much as 1 million m3 annually), which is also taking place in an illegal and insuf f iciently regulated manner. Graph A6.10.1 Total deforestation (Source: SBB, Adaptation: SPS) Total deforestation 120000 100000 80000 Hectares 60000 40000 20000 0 2000-2009 2000-2013 2000-2015 2000-2017 Year ; Page | 65 Roundwood production and exports exceed local wood processing by 5 times, while the export value for sawn timber is more than 2 times that of roundwood. Sawmilling also provides many more skilled jobs; a large 3.3 m3 log provides enough work f or 30 man-months. Graphs A6.10.2 Export volume of roundwood and sawnwood in m3 and A6.10.3 Export value of roundwood and processed wood in mln USD This is because most of the processing companies are located in the coastal area while the roundwood is taken f rom the hinterland. The transport of round wood by road causes major problems every year, because roads are not built f or this heavy transport. In addition, law enf orcement in the hinterland is not optimal. The f ormal f inancial sector is reluctant to f inance investments in the interior, resulting in outdated production f acilities, no targeted training, high drop -out rates (40-60%), etc. The distribution of production activities is inef f icient, so opportunities that could arise f rom f ull utilization of material released during processing are not realized. A6.10.2 International trends Global global trends in the f orestry, consumption, and constructio n sectors include the f ollowing: • Certif ied logging is increasingly being required as a requirement f or timber exports • Increasing demand f or wood-based energy products e.g. pallets and briquettes • Use of wood in large-scale building and construction • Innovation in the use of wood in bio -chemicals, bio-f uels, and biocomposites • Growing demand f or wood products f or consumption, such as paper • Increasing interest in eco-f riendly f urniture: interest in products made f rom wood sourced f rom sustainable f orestry operations; production conditions must be environmentally f riendly and working conditions must be optimal Page | 66 A6.10.3 SWOT Analysis Strengths Weaknesses a) Approximately 93% of the territory is covered e) Increase in mining activities with f orest f ) Forest degradation has been increasing sharply in b) Great biodiversity recent years c) Strong product f or nature tourism g) Risk of decline in tourists due to mercury pollution d) Of f er carbon credits f or big polluters in the west h) Strengthen bodies responsible f or control and j) Stronger increase in f orest degradation in the monitoring and impose sanctions absence of sanctions against violators i) Involve people f rom the interior in monitoring and k) Further expansion and intensif ication of small- provide alternatives that reduce small-scale gold scale mining mining and mercury pollution Opportunities Threats High impact j i k h e f g Low High risk risk Low impact Strategic Action Items (Action items related to the impact of the artisanal gold sector is included in the Gold section)

1. Forest operation certif ication: export markets of the United States of America and European Union require wood and wood products to be certif ied. According to the Foundation f or Forest Management and Forestry (SBB), it appears that only a f ew f orest operators have done this. Most operators indicate that this process is too costly for them to do this independently. In the meantime, roundwood exports to the Asian market, where such requirements are not applied , have been greatly increased. These countries levy high tarif f s on processed wood products. The ambition of Suriname to get more income f rom the sector, creation of quality jobs f or Suriname, and sustainable f orest management, Page | 67 makes it important that this process of certif ication of Suriname's f orest operators is seen as a top priority: companies must be identif ied and f unding must be arranged f or certif ication, which must be made a requirement.

2. Encourage wood processing instead of roundwood exports: the government should discourage this by taxing the export of roundwood and square-cut poles. Local processing can be encouraged by giving conditional incentives such as: • Cheap capital and excemption f rom import duties f or investments in processing capacity. This can be increased if in addition, jobs are created • Invest in the Stichting Slijperij (Foundation f or Grinding) to provide training • Support businesses that are less strong, especially small and medium businesses, by employing f ormer civil servants f or whom the government pays part of the wages.

3. Non-timber f orest products (NTFP): PPPs should be actively promoted by the government with local and international organizations in cooperation with local communities to conduct (market) research on NTFPs, build networks f or product purchase, training, and provide machinery f or processing. Studies and pilot projects by, among others, Conservation International and Amazon Conservation Team have shown that this creates employment f or the local communities, the f orest and its biospecies are better protected with the local commitment (see also section Nature and Environment), and products with relatively high added value are exported .

4. Designate a geographical location f or wood processing plants. In the past, a location along the Suriname River was designated f or this purpose (plantation Zelden Rust, Groot -Chatillon and Restaurada). Companies located in or near residential areas must be willing t o vacate these places af ter a certain period of time and relocate to the production centers .There should be suf f icient landing f acilities, f actory sites, utilities, inf rastructure, etc.

5. Transf orm SBB into an authority (including by amendment of the Forest Law) with the right to intervene more quickly when actors are not certif ied or do not comply with the rules f or certif ication and illegality is detected. Page | 68 Table A6.10.1: Exotic Oils and their Application Nr. Oil type Application 01 Babassu (Maripa) Cooking, hair growth, against rheumatism, skin care, antioxidant 02 Tucuma (Awara) Skin care, damaged hair, biodiesel, xeroftalmia, sunburn 03 Amana Hair beautification, medicinal (earache, sore throat) 04 Bacaba (Koemboe) Hair growth, skin care 05 Andiroba (Krappa) Skin care, analgesic, insect repellent, hair tonic 06 Copaiba (Hoepel) Biodiesel, kills bacteria and germs, anti-inflammatory, disinfects 07 Buriti (Mauritie) Dry skin, eczema, psoriasis, sunburn, restores hair, ageing skin 08 Brazil nut (Ingi noto) Rich in protein, hair growth, hair strengthening, anti-dandruff, skin care, cooking High impact 2 5 3 Difficult to 1 Easy to achieve achieve 4 Lage impact Box A6.10.1: Elaboration of strategic action item A6.10.2 Increase round wood export tax Improve concession Wood processing Round wood export conditions for long- Increase round term investments wood export tax Setting up product board in connection Set round with A6.10.4 timber export tax Cheap Loans for Value Adding Further allocation for Investments value addition (e.g. cheap Drawing up a fuel, professional communication plan Lower taxes Breathing new purchase, demo subsidy, on imports of life into the Slijperij etc.) Meeting with capital goods Foundation in the stakeholders PPP context 2021 2022 2023 2024 2025 Page | 69 A6.11Agrarische A6.9 Agricultural Production Productiesector A . . Expanding A . . 2 Setting butcher's training up product boards with research and A . . Setting up breeder's training a guarantee fund A . . 0 A . .2 for credit Establishment of an Identifying and A . . Improved insurance identification, addressing training of and registration and bottlenecks in information A . . Drafting traceability system agricultural provision to and implementing for the livestock exports farmers in PPP labelling A . . sector context standards Conducting an agricultural A . .5 Operationalizing census residue A . . laboratory Realization department of EMBRAPA A . . Abolish A . . Offer property subsidy on funding for milk and introduce A . . In PPP context, Global GAP subject subsidy at cultivation of high uality certification the same time cut grasses and moringa for the production offeed A6.11.1 Current Situation and Potential Exports of agricultural products amounted to SRD 633.39 million in 2019, while imports were more than double, SRD 1,488.50 million, in the same year; export revenues were 42.6% of expenditures on imports in 2019. The share of GDP in the same year was 6%, with the bulk of the income coming f rom f isheries (see section Fisheries). Graph A6.11.1: Selective data from the Agricultural Production Sector Page | 70 Studies conducted specif ically f or the Surinamese situation have shown that in Barbados, Trinidad and Tobago, the Netherlands, Guyana, Curaçao and French Guiana have outlets f or Surinamese products such as tomatoes, bitter melon, yam, pepper, ochre, cabbage, eggplant, pumpkin and Chinese cabbage (see Table 1). Furthermore, studies have shown that the products of vanilla and cocoa 10 also of f er good prospects f or both production and export. Table A6.11.1: Export opportunities by product and country (Source: LR Group) Opportunities for Opportunities Country / Opportunities for table eggs Opportunities for vegetable exports milk product for broiler Product exports exports exports Caricom

1. Seasonal vegetables (tomatoes) Ice-cream, Yogurt Christmas season eggs Barbados 2. Non-traditional vegetables (Lettuce, No Flavoured milk Frozen eggs Broccoli, Cauliflower, Carrots)

1. Traditional vegetables (Bitter Melon, Trinidad & Ice-cream, Yogurt Taro, Pepper, Ochre, Cabbage, Eggplant) No Tobago

2. Non-traditional vegetables Ice-cream, Yogurt, Guyana Non-traditional vegetables No Hatching eggs Butter, Cheese EU The Traditional products No No No Netherlands

1. Non-traditional vegetables Yogurt, Gearoma-

2. Traditional vegetables (Pepper, Chinese Curacao tiseerde melk, No No Cabbage, Green Beans, Pumpkin, Kaas Chinese Tayer, Bitter Melon)

1. Traditional vegetables (Tomatoes, Frans- Cucumber, Green Beans, Cabbage, 1. No potential for table eggs Potential for milk No Guyana Peppers) 2. Potential for hatching eggs

2. Non-traditional vegetables New crops No. Crops Conditions and Opportunities 01 Vanilla Good growth conditions and excellent market opportunities 02 Cocoa Good growth conditions and good market opportunities 10 The National Master Plan for Agricultural Development in Suriname, March 2016 Page | 71 A6.11.2 SWOT Strengths Weaknesses a) Relatively high production and export of fish, shellfish, and f) Production does not (yet) adequately meet national and molluscs international standards b) Fertile soils available g) Failure to make optimum use of modern production systems c) Field visits to farmers to provide extension services h) Inadequate water management (irrigation and drainage) d) Pilot stations (gardens) available in different districts i) Inadequate maintenance of infrastructure e) Sufficient fresh water available (for irrigation purposes) j) Inadequate business clusters and collaborating cooperatives k) High import and low export of agricultural products l) Relatively low production and export of agricultural crops, livestock and poultry m) Inefficiency in use of agricultural inputs a) Translated with www.DeepL.com/Translator (free version)Vergrijzing in de agrarische sector m) Production of oil palm, oils, cocoa, spices and cattle feed v) - Water nuisance Lage graad during extreme rainfallin de landbouwsector vanprofessionalisering n) Increase/implement greenhouse farming, hydroponics and w) - Low purchasing power among the Surinamese population Versnipperdeproductie vertical farming x) - Limited access Gebrek aan to the regional waarde and international toevoeging market en productontwikkeling o) Training in Good Agricultural Practices (GAP) y) - Unpredictable Ontbreken vanrisksadequate due to climate change, faciliteiten voorextreme weather, onderzoek en p) Increasing export opportunities natural disasters keuringen and diseases and pests q) Attracting investors z)Gebrekkige Use of fertile land forvan benutting nonde-agricultural agrarischepurposes such potentie vanashet land r) Stimulating public and private partnerships parceling binnenland s) Making affordable loans available to farmers aa) High transport costs (exports) t) Activating water authorities bb) Lack of provision of incentives u) Conducting an agricultural census to update data cc) Inadequate functioning of water authorities v) Translated with www.DeepL.com/Translator (free version) Opportunities Threats High impact v y f g h i w j k l m aa bb cc Low High risk risk o p q n s z y t t u x Low impact Page | 72 Strategic Action Items

1. Switch to subject subsidy for milk, and let the milk price (if necessary in PPP, see point 12 and strategic action item A6.6.9) depend on supply and demand (possibly linked to the international price of milk powder).

2. Carry out a complete assessment of the export logistics, addressing the issues identif ied.

3. (Possibly in PPP context) the cultivation of high quality nutritious grasses and moringa f or the production of f eed f or livestock, poultry and f ish (as import replacement and potential export) to the southeast of Paranam. This production model is import replacement, already completely worked out, and is also made available f or multiplication.

4. Conduct agricultural census.

5. Operationalize residue and veterinary laboratory.

6. Establish a guarantee f und f or credit insurance.

7. Expand butcher training to include research and grower training.

8. Of f er (f unding f or) Global GAP certif ication (possibly using NOB's Technical Assistance Fund).

9. Improve training of and outreach to f armers in PPP context (possibly with f oreign assistance f rom e.g. The Netherlands, Israel and China).

10. Establish an identif ication, registration and traceability system f or the livestock sector.

11. Adequate labeling.

12. Establish business clusters f or f ruit/horticulture (Groningen), livestock (Reeberg), and possibly poultry (see strategic action item A6.12.1).

13. Establish branch of EMBRAPA (Brazilian agricultural research institute). High impact 5 6 12 3 1 8 2 9 Easy to Difficult to achieve achieve 10 13 7 4 11 Low impact Page | 73 A6.12 Rice A6.6 Milieu A . 2.2 Introducing research output related grant for ADRON and CELOS A . 2. Establishment of a rice product board Agricultural production is largely determined by the rice sector with paddy rice production averaging 64 percent of total agricultural production by weight and occupying about 88 percent of the total planted area. The growing areas f or rice cultivation are located in the districts o f Saramacca, Coronie and Nickerie. The area available in these areas covers 5,000 ha, 7,000 ha and 43,000 ha, respectively. The demand f or rice will continue to increase in the next decade. The world market price of rice shows an upward trend (see Figure 3) in the period 2020-2035. According to f orecast, the price of rice will increase by almost 6 percent in 2035 compared to 2021. Graph A6.12.1 Growth rates of planted area, paddy production, rice volume and rice export value Page | 74 Graphs A6.12.2 Share of rice in total export value in 2020 and A6.12.3 Share of rice in total export value of agricultural sector in 2020 (Source: GBS and LVV, Adaptation SPS) Graphs A6.12.4 Rice per capita consumtion (Source: OECD/FAO 2021, Agricultural Outlook) Rice per capita consumption 2018-2020 2030 kg/person/year 90 80 70 60 50 40 30 20 10 0 Oceanie Asia North-America Africa Latin America Europe & the Caribbean Page | 75 6.11.2 SWOT a) Experience in rice cultivation g) The sector is divided. Insufficient communication and b) Suitable soil, water, sun collaboration with stakeholders, resulting in major c) Basic food supply inefficiencies, low productivity and high costs d) Rice is the country's main agricultural export and 3rd foreign h) Institutional instruments (ADRON, CELOS and AdeK) are exchange earner, after gold and oil inadequately used for research for the benefit of the rice e) Mainly mechanized sector i) Weak competitiveness, high costs, reduced production, f) Despite declining production and other obstacles, there is weak organizational capacity continuity of production j) Small farmers dependent on buyers/processors in terms of paddy purchase price k) Ageing population in the sector. l) Backlog of maintenance of dry and wet infrastructure. m) High import component in terms of inputs including machinery, tools, spare parts, chemicals, fertilizers n) Limited access in regional and international markets o) Poorly functioning water authorities p) Lack of incentives q) Lack of market information system r) Value-added products: cereals, soups, baby food, snacks, t) Unpredictable risks due to climate change, extreme weather, crackers, cakes, pasta etc. diseases and pests s) Increase in international rice price Opportunities Threats High impact g r t m i j o h n l k s f Low High risk risk q p Low impact Page | 76 Strategic Action Items

1. Establishment of business clusters f or the benef it of the rice sector. Draf t legislation f or business clusters has been completed. This should be submitted, adopted and promulgated (see A6.2). Subsequently, various business clusters can be set up, including f or the rice sector.

2. Introduce research output-dependent subsidy f or ADRON, CELOS and ADEK to conduct scientific research f or the benef it of the rice sector (among others), including: a. Research and production of high quality seed b. Research of new rice varieties c. Diversif y existing rice varieties High impact 1 2 Difficult to Easy to achieve achieve Low impact Page | 77 A6.10 Visserijsector A6.13 Fisheries A . . Raising A . . Addressing awareness on food illegal, unreported safety through training of and unregulated A . . stakeholders fishing activities Establishment through the A . .2 Setting up of a product establishment of IUU an incentive system board for task force units in a uaculture for fish processing strategic location plants A . .5 Use of Turtle Excluder Devices and Bycatch Reduction A . . Intensive A . . Issue of Devices regional and health certificates international A . . 0 Application of by the ish cooperation on cross modern fishing Inspection border fish stocks and Institute technologies and fisheries control methods A . . Improve fisheries data collection and A . . research to produce Decentralization of fish stock estimates inspection and control of fish catches at the various landing sites A6.13.1 Overview Suriname of f icially has 15 f ish processing companies that export f ish and three companies exporting shrimp. The total production of the f ishing industry f ell sharply in 2018 and 2019 (see below). The cause of the sharp decline could be attributed to overf ishing, underreporting, or the landing of f ish f rom artisanal f isheries outside Suriname. It is estimated that approximately 7,000 people f ind employment in the sector . Graphs A6.13.1 and A6.13.2 (Source: GBS and LVV, Adaptation: SPS) Real growth rate fishing sector 20 Share of fisheries sector in GDP at constant prices Real grow th of the fisheries sector 15 10 5 Share of fisheries in GDP at 5 4.5 0 4 2015 2016 2017 2018 2019 -5 3.5 -10 constant prices 3 -15 -20 2.5 2015 2016 2017 2018 2019 -25 Year Year Page | 78 Graphs A6.13.3 and A6.13.4 (Source: GBS and LVV, Adaptation: SPS) ; A6.13.2 Global developments Figure A6.13.5 shows the evolution of aquaculture and f ish catches over the period 1990 -2019 and projections 2020-2030. The outlook of the aquaculture sector looks very f avorable. Projections indicate that aquaculture production will exceed f ish production in the coming years. Figure A6.13.6 illustrates the consumption of f ish per capita worldwide in the period 2017-2019 and f orecast f or the year 2029. The f igure shows that the world's demand for fish products continues to grow. Graphs A6.13.5 and A6.13.6 (Source: OECD/FAO - Agricultural Outlook) Aquaculture, Total catch, Catch for Per capita fish consumption 2017- human consumption 2019 vs 2029 Aquaculture 2017-19 2029 Aquaculture, Total catch, Catch for Total capture 50 45 Per capita consumption of fish Capture for human consumption 40 120 35 30 100 25 20 80 15 10 60 5 0 human consumption 40 Asia excl. China Oceania China World North America Latin America Africa Europe 20 0 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 Page | 79 A6.13.3 SWOT Strengths Weaknesses a) Vessel Monitoring System mandatory for fishermen. i) Failure to adequately protect fishing grounds from illegal b) Fishery Management Plan (FMP) 2021-2025 formulated fishermen c) Suriname complies with all EU export requirements j) Insufficient cooperation among authorities responsible for d) National Institute for Food Safety Suriname monitoring compliance with legal regulations. e) Fish Inspection Institute operational k) Little value addition in processing. f) Seabob shrimp has obtained the Marine Stewardship Council l) Adequate knowledge, data and information systems are lacking label and is certified in 2011. to formulate policies. g) The Agricultural Credit Fund has been renamed National m) Outdated fisheries law and aquaculture law. Development Fund for Agri-business (NOFA) n) High dependence on foreign fishermen in deep sea and h) Mandatory Turtle Excluder Device and Bycatch Reduction coastal fisheries Device in shrimp trawling. p) High demand for value-added fisheries products in the local s) Illegal, Unreported and Unregulated fishing activities. and international markets t) Current surveillance by the Navy is not adequate. q) Aquaculture has huge export potential. u) Mercury-contaminated freshwater fish caused by mercury use in r) FAO willing to provide technical support gold mining Opportunities Threats High impact k p s i j r q t u o Low High risk risk m l n Low impact Page | 80 Strategic Action Items (Action items related to monitoring of illegality in the sector is included in A6.5).

1. Establish business cluster f or aquaculture.

2. Set up incentive system f or processing companies (e.g. producers of frozen products).

3. Issuing health certif icates by the Fish Inspection Institute.

4. Improve f isheries data collection and research to produce stock estimates.

5. Reduce impacts on the marine ecosystem f rom the f ishing industry through the use of Turtle Excluder Devices (TED) and Bycatch Reduction Devices (BRD).

6. Decentralizing f ish inspection and control of f ish catches at the various landing sites.

7. Increase f ood safety awareness through training to stakeholders.

8. Address illegal, unreported and unregulated f ishing activities through the establishment of IOO task f orce units at strategic locations.

9. Intensive regional and international cooperation regarding transboundary f ish stocks and f isheries control.

10. Application of modern f ishing technologies and methods, and MSC standards. . High impact 1 2 9 8 6 10 5 Difficult to Easy to 3 achieve achieve 4 7 Low impact Page | 81 A6.11 Goud A6.14 Gold A . . Checking which concession rights have been issued and the A . . Phasing possibility of out of the use of withdrawing them in the toxic substances event of inactivity and simultaneous introduction of more environmentally A . .5 friendly techni ues Investigate for gold mining options for setting up a Surinamese gold company A . .2 A . . Allocation of Organizing specific areas for A . . the informal small scale gold Amendment of gold sector mining Mining Act A . . Establishing and rolling out a rehabilitation plan for degraded areas A6.14.1 Overview The f ollowing are some key data regarding the gold sector in Suriname: • Contribution to GDP (gross domestic product) is 21.5% • Contribution to the state treasury in 2020 is 125 million USD • Number of employed people within the (f ormal) gold sector in 2020 was 2829 • The average gold production of the large-scale mining industry in 2020 was about 24,000 kg and of the small- and medium-scale mining companies about 15,000 kg Def orestation was discussed in A6.8; part of the cause of def orestation is f ound in mining, especially artisanal gold mining. In addition, the quality of the f orest is decreasing: there is serious damage f rom def orestation, digging, waste and toxic chemicals. The mines are not closed and replanted af ter completion. The wide distribution of this f orm of gold mining causes : • Forest degradation causing a decline in the biodiversity of ecosystems • Severe (mercury) pollution poisoning the land and aquatic lif e in rivers and creeks. • Water turbidity with (health) ef f ects on the aquatic lif e system and on those people who depend on that water Page | 82 • Disruption of the natural system of water management, including damming of creeks causing f looding • Construction of inf rastructure to the interior making it more accessible to local residents but also allowing f or f urther expansion of other illegal activities such as logging and hunting of endangered species The map in Figure A6.14.1 depicts the small- and medium-sized gold mining companies in Suriname. Figure A6.14.1: Gold mining locations Page | 83 Figure A6.14.2: Aerial photo below Brownsberg Nature Park taken in 2012 (Source: WWF Guianas) Various agencies are predicting that the gold price will eventually rise (signif icantly). This will make gold exploitation more lucrative, but the danger is that unstructured small-scale gold mining will accelerate with more disastrous consequences f or the already severely degraded environment. Table A6.14.1: Forecasts for the international gold price (Source: J. Clark) No. Year 2021 (in USD $) Long-term 01 AG Thorson, CMT 2,300.00 02 Bank of America 2,063.00 03 Bloomberg Intelligence 4.500.00 04 Capital Economics 1,900.00 05 CIBC 2,300.00 06 Citigroup 2,100.00 07 Commerzbank 2,300.00 08 CPM Group/Jeff Christian 1,922.00 Agv. Significantly higher than $2,000.00 09 Credit Suisse 2,200.00 10 Edelweiss $2,600.00-$2,800.00 in a few years 11 Frank Holmes/ US Global $4,000.00 in 2023 12 Goldman Sachs/Jeff Currie 2,300.00 13 iGoldAdvisor Significant increase during 2023 14 Kitco News Survey/ Average 2,300.00 15 Kimble Charting Solutions $3,000.00 16 Lyn Alden Advisor Gold price may rise far above high outcomes of many models 17 Mark Mead Baillie/FX Empire 2,401.00 18 Metals Focus 2,100.00 or higher 19 Peter Krauth 2,300.00 20 Ross Norman/Metals Daily 2,275.00 21 PM Analyst Lawrence Williams 2,225.00 Page | 84 A6.14.2 SWOT Strenghts Weaknesses a) Large gold reserves in Suriname e) Mining has profound effects on the environment such as: - Large scale b) Demand for gold is high, however the prices fluctuate deforestation - Mercury pollution (small scale mining) -the harmful substances used or released c) High wages and stable labor supply (but low labor rate) f) On environmental rehabilitation, there is little or no communication with d) Suriname intends to participate in the international Extractive the multinational companies Industries Transparency Initiative (EITI) g) Little use of the "supply/local content" activities of the industrial gold sector h) High health and safety risks for the workers i) Production takes place in remote areas which makes compliance monitoring difficult j) Local production of inputs used in the gold sector l) Fluctuations in the world market price k) Ratification of the Minamata Convention by Suriname, which m) An environmental disaster in the event of a major spill from creates momentum for eliminating the use of mercury. the cyanide storage facility n) Further accumulation of mercury in the environment if the production methods of the small-scale gold mining cannot be modernized, such as mercury poisoning of humans and animals o) Continued and intensified conflicts between small-scale and large-scale gold mining Opportunities Threats High impact m e n p l g j i r f h Low High risk risk o k Low impact Page | 85 Strategic Action Items

1. The inf ormal gold sector needs to be (re)organized. The people there are entrepreneurs, so the f irst thing that needs to be done is to map out the number of entrepreneurs and the activities.

2. Specif ic areas must be designated f or small-scale mining, in order to limit f urther damage to the environment and health.

3. Identif y what rights have been issued and see what the options are f or revocation, especially in the case of inactivity.

4. Establish a rehabilitation plan f or those areas already degraded, which can be implemented through internationally available f unds.

5. The process of gold mining and ref ining is relatively simple, especially compared to bauxite/alumina and oil. Moreover, gold is readily tradable. Serious options should theref ore be explored f or setting up a Surinamese gold company (in line with the experience with the State Oil Company), or at least buying a substantial share f rom the f oreign companies currently carrying out exploration activities. In the case of a parastatal company, pension f unds, and local individuals can be enabled to buy shares; f or the investment, the rule of thumb (in Asia) is US 3,000 per troyounce of production on an annual basis.

6. The mining law dates back to 1984 and needs to be updated / renewed. A new law should set clearer rules f or rehabilitation, the inf ormal gold sector, and issuance policy.

7. Implementation of gold mining without the use of toxic substances (the knowledge is already in Suriname), with in particular a phase out of the use of mercury . High impact 2 7 1 5 4 Difficult to Easy to 3 achieve achieve 6 Low impact Page | 86 Box A6.14.1: Elaboration of strategic action item A6.14.7 Opzetten regionaal verspreide openbaar Incentives for the import, vervoersknooppunten Better control of illegal sale and use of "clean" imports of harmful gold mining methods and substances for gold techniques (e.g. low import mining, especially duties, etc.) mercury A6.14.7 Complete ban (and enforcement) on the import and use of harmful substances (i.e. mercury) for refining and Draw up a mining activities communication plan Education and training in clean Stakeholder methods and meeting techniques 2021 2022 2023 2024 2025 Page | 87 A6.12 Onshore A6.15 Onshore Oil o A . 5.2 Take cost cutting measures to remain a st A . 5. Strengthening uartile producer the internal organization to remain a st uartile producer and to retain talent A . 5. Continued onshore and nearshore explorations lie A6.15.1 Introduction Over the years the State Oil Company N.V. has continued to grow and today has a daily production of 16,500 barrels of crude oil. With this result and the various shares in Gow2 electricity, Bunker C and gold, the State Oil Company contributed about $148 million to the state treasury in 2020. As a result, the sector contributed 9.2% to GDP. With recent of f shore oil and gas discoveries, daily production of 650,000 barrels of crude oil has been f orecast by Rystad Energy. The State Oil Company and the Surinamese government want to maximize the benef its of the onshore and of f shore oil sector. Figure A6.15.1: Offshore exploration locations Page | 88 Further, the government can make very little investment within the oil sector because there is a signif icant lack of capital. As a result, f oreign companies must be brought in to perf orm certain operations. So f ar, the f inancing models of of fshore operations are still in the study phase. The main areas of concern f or the of f shore oil and gas industry have been discussed earlier in A6.1. A6.15.2 Developments in the oil sector The developments in 2021 within the sector indicate that the price f or a barrel of oil received the highest quote of about $75 per barrel, the highest in the past 2 years. For the longer term, there are clear trends that the State Oil Company and Suriname can benef it f rom. The f irst clear trend is that the f inancial world (banks, insituttional investors, etc.) want to green their portf olio and theref ore invest less money in f ossil f uels. This has two consequences: there is more investment in green technology f or the electricity and transportation sectors, and it is becoming more expensive f or oil and gas companies to get cheap capital. The second trend is climate change, which is having increasingly prof ound ef fects which incre ases the demand f or green technology. However, it is expected that the implementation of green technology (despite recent successes) over the next 10-20 years will not be able to keep up with the growing global absolute demand f or energy (especially the growing middle class in China and India). This tension results in an expected increase in international oil prices, which are expected to remain at relatively high levels. For Suriname, this is an advantage considering the imminent exploitation at the end of 2025 of of fshore oil deposits; the country can earn relatively more f rom the sector. A6.15.3 SWOT Strengths Weaknesses a) A lot of international eyes on Suriname e) Capital shortages, which limit the ability to invest b) Large oil reserves on and offshore f) Shortage of specialist staff c) State Oil Hydrocarbon Institute (SHI) g) The curriculum of primary and secondary technical schools d) Good quality oil onshore (sweetoil) is still not aligned with the needs of the sector h) Alternative energy sources have not been adequately studied and projected. i) Finding more commercially recoverable oil onshore l) Clean (green) energy j) Oil price projections have an upward trend for the next few m) International restrictions on CO2 emissions years. n) Political interference in corporate affairs k) Production of other products downstream of oil and gas o) Depletion of current onshore resources p) Loss of 1st quartile cost position Opportunities Threats Page | 89 High impact j h e n o i p k Low High g risk m risk f t l Low impact Strategic Action items (Strategic action points related to electricity production are included in A6.19)

1. Continue on- and near-shore explorations, whether in joint ventures or not.

2. Implement cost reduction measures to remain a 1st quartile producer.

3. Strengthen internal organization to remain a 1st quartile producer and to retain talent with the expected increase in demand f or workers in the oil and gas industry. High impact 1 2 Difficult to Easy to achieve achieve 3 Low impact Page | 90 A6.13 Handel A6.16 Trade A6.16.1 Overview There needs to be a f ocus on export promotion of high value-added f inished goods/products, f urther diversif ying exports, import substitution and increasing export destination countries. However, as can be observed in the graphs below, Suriname has a one-sided export base, with dependence on mining exports being very high. On average, the mining sector11 accounts f or about 82 percent of export revenues in the period 2010- 2020. In addition, exports consist largely of products that undergo minimal processing . 11 Mining exports as indicated in the figure consist of the products alumina, non-monetary gold, crude oil, crushed stone and cement. The last shipment of alumina took place in the first quarter of 2016. Page | 91 Graphs A6.16.1 Exports and A6.16.2 Traditional non-mining exports (Source: GBS, Adapatation: SPS) Note:* preliminary data The standing graphs below incorporate Suriname’s imports by main groups. The share of investment and processing goods plus consumer goods averages 94 percent of Suriname’s total import values over the period 2010 - 2020. Graphs A6.16.3 Imports by main groupsand A6.16.4 Sub-classification of the import category Investment and processing goods (Source: GBS, Adaptation: SPS) Note:* preliminary data The small scale of the economy makes it unprof itable to produce and export certain goods locally; continuous value addition is theref ore a necessity in order to 1) have less competition and 2) because of Page | 92 higher margins have the opportunity to cope with the relatively high transport rates abroad. Suriname theref ore has to rely mainly on export-oriented production. However, in the period 2010-2020, the trade balance with CARICOM is consistently negative. About 17 percent on average of Suriname's international trade (imports plus exports) in the period 2010-2020, consists of intra-CARICOM trade. The export share going to CARICOM compared to total exports is about 13 percent on average. The CARICOM share of imports compared to the total averages 22 percent during the reporting period. Despite the current f orm of cooperation, Caricom Single Market and Economy (CSM&E), gaining access to member countries' markets is not a given. Suinamese exporters f ace non-tarif f barriers in the initial phase of exports, which are put up by of f icial bodies to make market access dif f icult. In French Guiana, European standards and regulations apply to imports, as the country is a sub -region of France. The export of agricultural products, among other things, is subject to strict conditions. Also, especially in Brazil, there are additional taxes on the domestic market, which makes the wholesale and retail price of Suriname’s products lose competitiveness . A6.16.2 SWOT Strenghts Weaknesses a) Trade agreements for market access f) One-sided export base b) Commodities (gold, wood, oil, gas, crushed stone) g) Poorly developed production chains c) Peaceful coexistence h) Lack of attractive innovation climate d) HFLD status i) Low level of industrialisation e) Cultural diversity j) Lack of physical infrastructure k) Proximity to border countries o) Environmental damage to production areas caused by human l) ICT/innovation activity m) Offshore oil and gas industry p) Climate change/sea-level rise n) Caricom market Opportunities Threats Page | 93 High impact l m p h k n o f j g Low High risk risk i Low impact Strategic Action Items (Action items regarding the business climate are included in A6.1)

1. Perf orm value chain analyses per (high value) product (agricultural products - such as honey, West Indian cherry, hemp, ornamental and f loriculture, highland rice -, medicinal plants, tourism product, manuf acturing, wood products, etc.) to gain insight int o: • specif ic bottlenecks • network of actors (input providers, distributors, transporters, etc.) • potential to add value • production inf rastructure, processes, methods and techniques • quality, ef f ectiveness and af f ordability of input supply, including raw and auxiliary materials, labor, investment and expansion capital, physical and economic inf rastructure (transportation and storage, communications, energy generation and supply) • demand conditions, including packaging, quality, saf ety, and environmental standard s, delivery time, continuity, and certif icatio n The result of the research on the weaknesses f aced by these entrepreneurs will determine the support policies and f acilities that will be set up while working on the f ramework conditions (value chain and supply chain).

2. Facilitation and encouragement of local producers, with certain goods (investment goods, raw materials and semi-manuf actured goods) receiving a reduction or exemption f rom import duties, tariffs f or goods that compete with local production being raised (if possible), and standards being set f or the Page | 94 import of certain goods (e.g. chemicals). Current non-mining export sectors, including manuf acturing, process, services (tourism, ICT), and agro -industry sectors can be supported. A number of issues need to be considered here: • Analyze support needs of enterprises operating in the sector (raw materials, auxiliary materials, packaging materials, chemicals, machinery), and determine tarif f adjustment in consultation with stakeholders; • Contribute to the standards set in this Development Plan, such as f or example duty reduction on the import of solar panels, solar water heaters, urban wind turbines, insulation materials, ICT products, medical equipment, etc; • Analysis of net f oreign exchange earnings of the product; • Identif ication of imports f or the purpose of production; • Cost calculation in case of reduction of import duties (improvement in competitiveness due to low cost); • Ef f ect of reduction on government income; • Consider consequences of tarif f reduction (bilateral and multilateral trade agreements); • Review current laws and regulations on tarif f adjustment (commodities act); • Check f or conf licts with other sectors; • Check f or improper use of special provisions by companies; • Check on ef f ectiveness of provision;

3. Broadening of HS codes f rom 8 to 10 digits f or transparency of the f low of goods High impact 3 1 2 Difficult to Easy to achieve achieve Low impact Page | 95 A6.14Transport A6.17 Transport A . . Drafting, submitting, adopting A . .2 Setting and promulgating A . . up multiple maritime legislation Achieving A . . TTransforming interconnection public transport public transport from an with neighbouring hubs unconsolidated to a A . . 2 countries consolidated system , with Investing in AP the National Transport airport facilities to Company as the attract airlines A . . 0 A . . operational manager of Extending and Implementing the buses deployed by A . . paving the the redesignof third parti Supporting the runways of van 't curriculum of strategic Hogerhuysstraat the School of Logistics airports Training A . .5 Drafting, A . . submission, Implementatie adoption and A . . Identify Port Community promulgation of the and improve flight System Port Authority Act A . . ISubmission, safety facilities at adoption and airports promulgation of the Port Act A6.17.1 Overview The annual average growth rate of passenger traf f ic through the f our gates and f reight traf f ic in tonnage was 5.4% and -2.4% respectively between 2010 and 2015 and -5.6% and -4% respectively between 2015 and 2018. The integration of the South American countries provides a direct market of more than 120 million consumers, worth USD 300 billion. Graph A6.17.1 Passenger transport at airports and border stations(Source: GBS) Passenger transport at airports and border stations 250000 2015 2016 2017 2018 Number of persons transported by 200000 150000 100000 50000 airport and border post 0 JAP South Drain Zorg en Hoop Albina Luchthaven Airport/border post Page | 96 Figure A6.17.1: Primary land, air and water infrastructure A6.17.2 Air Transport National The current legislation is outdated, resulting in actors within the aviation chain unable to act quickly, ef f iciently and purposef ully (including incidents and accidents within our airspace and at the international airport). The aviation sites in the interior are well maintained and qualif ied air traf f ic controllers are in charge of these sites, however, the staf f ing of these positions is minimal. The runway length of the airstrips is a maximum of 800m and 98% of these are not illuminated. In the rainy season, the airstrips cannot be used. Many airstrips in the interior are used improperly. International The open sky policy to mainly the Caribbean region that is being implemented is not yet f ully realized, because cooperation with the CARICOM and ACP countries in the area of aviation is not yet optimal. Suriname's good location to serve as a hub to Europe, Af rica and South America of f ers the possibility to Page | 97 play a central role between the South American mainland, Asia, Europe and the other ACP countries, with special commutative advantages f or the country. The JAP airport meets aviation standards, but suf f ers from partly outdated equipment and limited handling capacity. The number of aircraf t movements over JAP shows an upward trend. JAP should expand, but is challenged in this context by the issue of land rights. Figure A6.17.2: Presentation of possible international air connection (Source : CESWO) A6.17.3 Water transport International Within the water transport sector, f reight transport is the largest component. More than 80% of Suriname's trade volume is transported via water. Passenger traf f ic within the sub -sector is more f ocused on inland waterway transport.The navigability of the Suinamese rivers, especially their shallow draught, determines, as it were, the entire water transport system of our country. The shallow draught is in f act a very limiting f actor. The silting up of the mouths of the rivers is an obstacle f or sea-going vessels to sail on these rivers. The major part of the imports and a considerable part of the exports of Suriname are shipped through the port ‘Nieuwe Haven’. Suriname is geographically well situated in the Western Hemisphere to be used as a springboard bet ween Af rica, Asia, Europe and South America. Trade between the US and Brazil is USD 60 billion per year. China has to wait an average of 5 days f or the largest port in the Caribbean (Jamaica). It is known that in the next 10 years, Brazil plans to invest USD 30 billion in its own ports, while the Panama Canal has undergone a widening that has increased the transport capacity through this channel. Brazil's trade balance is worth over USD 500 billion. Given Suriname's geographic location and Brazil's trade b alance, deepening the channel of the Suriname River is justif ied in order to make it accessible to Panamax vessels f or all kinds of transit port services. Page | 98 Figure A6.17.3: Presentation of possible international maritime connections (Source: CESWO) NORT E A A SOUT AUS National Inland waterway transport is not developed. The legal and f acility provisions to ensure the saf ety and quality of water transport are lacking or minimal. Because very little use is made of waterways f or f reight transport, which is relatively cheaper than road f reight transport, roads are unnecessarily burdened. Rapid water transport has also not been developed, leaving transport methods behind in development. The Shipping Company Suriname (SMS) is making the interior accessible by maintaining 14 routes. Apart f rom the SMS, the National Transport Company (NVB) in the districts of Marowijne, Brokopondo and Sipaliwini maintains boat services to and f rom the various villages. A6.17.4 Land Transport National The lack of a National Road Plan in combination with the opening up of residential and living communities across the country means that accessible and above all af f ordable public transportation is not within reach f or everyone in Suriname. The road traf f ic within the Greater Paramaribo agglomeration is characterized by long traf f ic jams of buses, passenger cars and trucks on almost all main roads and connecting roads between Paramaribo and the districts. The prolonged delays result in relatively large labor time losses, air pollution, and higher costs f or both passenger and f reight transportation. Between 2010 and 2019, the increase in trucks, passenger cars, and buses has averaged 4.9%. The estimated population within the Paramaribo metropolitan area is 360,000, with a population of people owning vehicles of approximately 170,000. The 6 major access roads have to handle 120,000 vehicles daily; the estimated total length of Page | 99 roads that this traf f ic has to handle is about 80 km, so an average of 1,500 vehicles per km per day in 1 peak period are handled. International Implementation of the Pan American Highway brings with it both national and international responsibilities in the social, economic, and civic spheres. On the Highway, international rules will apply that must be controlled by both the police and other of f icials. Putting Suriname's production in perspective against the Pan American Highway that will be constructed and maintained (according to the projection within the integration process), results in a negative outcome. This Highway is theref ore not a priority f or now. A6.17.5 SWOT Strengths Weaknesses a) Favorable geographic location to perform hub function g) Small scale economy between the Amazon, Europe and Asia h) Connection to international transport systems due to lack of b) Reasonable level of development of the population infrastructure, inadequate technology, economic networks and c) Very long runway capable of accommodating large natural (physical) conditions aircrafts i) Inadequate and/or insufficient infrastructure d) Reasonably efficient and safe ports: a) airport meets j) Poor promotion of the potential of the transport sector ICAO/(FAA) requirements; the port ‘Nieuwe Haven’ k) Weak medium and long term planning and implementation certified and awarded several times capacity e) Relationship with Dutch port authorities potential access to l) Dominance of government business in the transport sector technology, knowledge and skills (especially in aviation and shipping) f) Large stocks of drinking and industrial water m) Outdated legislation (e.g. lack of maritime single permit). window) n) Hub in regional transport networks (passengers and cargo) o) The ever-increasing concentration in the international transport sector p) Land rights issue q) Tightening of safety and environmental standards for the transportation sector r) Sea level rise Opportunities Threats Page | 100 High impact j g l m h i p o k n q r Low High risk risk Low impact Strategic Action Items Land transport

1. In time, work should be done to interconnect the East -West link with the road system of our neighboring countries. Most of the economic activities of the three Guianas take place mainly in the coastal plain, and if the plans included in the other sections are implemented in f ull, the Surinamese business community can benef it f rom this.

2. Establishment of multiple public transport hubs,which will ensure that passenger and f reight policies are tailored to the potentials and needs of the various regions.

3. Transf orm the public transport system f rom a non-consolidated to a consolidated system, with the National Transport Company as the operational manager of the buses deployed by third parties . Water transport

4. Supply and delivery via the port ‘Nieuwe Haven’ should be improved by the already elaborated redesign of the van 't Hogerhuysstraat.

5. With the arrival of a number of shore bases, and within the f ramework of this development plan business clusters, the role of N.V. Havenbeheer will extend over several locations. To this end, it is important that in time N.V. Havenbeheer, as previously stated f or Telesur and N.V. Energie Bedrijven Suriname, is split up: 1 entity responsible f or the management of the port ‘Nieuwe Haven’, and 1 entity responsible f or the control of the various ports and terminal operators. The latter is the Port Authority, and a law needs to be conceived f or this purpose.

6. Adoption of the Port Law. Page | 101

7. Comprehensive maritime legislation is required in view of the expected increase in maritime activity related to of f shore activities. This maritime legislation will cover saf ety requirements for vessels, environmental provisions, etc.

8. Support of the curriculum of the School of Logistics Training at the primary school level.

9. The development of a port community system that allows stakeholders to communicate electronically on a common platf orm. The implementation of this system should be coupled with a training program that enables stakeholders to f ully utilize this program . Air transport

10. To improve f light saf ety, combat cross-border crime and accessibility to communities in the interior, the runways of strategic airports will be extended and paved as necessary.

11. Improving air traf f ic f acilities at airports to enhance security (possibly in PPP context), particularly radar systems that allow overf light zones.

12. Invest in JAP airport f acilities to attract airlines, along with the other measures in this Development Plan 2022-2026 that generate airlif t. Broadening of transport capacit y (see also A6.9) lowers airf ares. High impact 3 11 2 12 5 4 9 Difficult to Easy to 10 1 achieve achieve 6 7 8 Low impact Page | 102 Box A6.17.1: Elaboration of strategic action item A6.17.3 Design of service provision scheme with A6.17.2 appropriate cost Setting up regionally structure distributed public transport hubs Extension of Authority's scope to all Create and legislate public nodes transport authority powers Authority A6.17.3 ructure Authority contracts private bus operators in accordance with Draw up a standards (pilot) communication plan Draft operational standards Establish standards for and process descriptions Stakeholder public transport outfit meeting 2021 2022 2023 2024 2025 Page | 103 A6.18 Roads A6.15 Wegenand Drainage en Ontwatering A . . Improve existing and build new north south and east west access roads A . .5 Realization of access roadsPeperpot Groot Chatillon, Groot Chatillon Stolkertsijver, Lelydorp Groningen A . .2 Update A . . Draft, submit, and adopt and promulgate implementation of A . . Constructing legislation to prohibit transport study pumping stations and mangrove andparwa forest from 200 dewatering pumps serving as natural protection A . . Draft, submit, adopt and promulgate legislation to make approved road and drainage plan a condition of parceling A.6.18.1 Overview In the course of time, extensive and unplanned land parceling took place, which is now ref lected in the various problems that the populated areas are f acing today. Problems in this regard include drainage, housing and public transport. A non-optimal regional distribution of the Surinamese population is partly the cause of numerous unf avorable developments in both the social and economic f ields . Roads Almost 70% of the road network is located in the coastal plain (see Appendix E). The coastal plain is accessible f rom East to West and is characterized by backlogs in maintenance due to the structural circumstance that the growth of the road network exceeds the f inancial capacity f or maintenance. Less than 33% of the roads are asphalted which makes management and maintenance very dif ficult especially during the wet season. The growth of the road network has lagged behind the growth of road transport both qualitatively and quantitatively. 80% of the roads were designed for a road transport system with smaller axle loadings than the current ones according to outdated standards, resulting in more rapid breakdown of roads, which is also a consequence of the f act that the growth of the road network system has lagged behind the growth of road transport causing overloading . Page | 104 Irrigation & drainage Many irrigation and drainage works do not meet the minimum requirements to provide adequate drainage due to dimensions of drainage works that have become too small and insuf f icient storage capacity due to increased paved areas resulting in damaged roads. The lack of optimal laws and regulations on parceling activities, allowing anyone to engage in these activities as they see f it, has led to imbalances in drainage of areas, under-dimensioned drainage discharges and proportional growth of paved areas. In addition, many locks and pumping stations are not working optimally due to overdue maintenance. All this causes large areas to be inundated during thunderstorms. With the imminent rise in sea level this will get even worse. Coastal & Shoreline Protection The real rise in sea level as a result of climate change necessitates even greater attention to coastal protection; the young coastal plain is the location where most f ertile agricultural land is located, where a network of inf rastructural f acilities exists and where the majority of Suriname's population lives. Lack of laws and regulations on activities in the coastal area, allo wing anyone to engage in activities as they see fit can have very detrimental ef f ects on this area. The populated areas in the north, especially Paramaribo and Nickerie, are the most threatened as a result of rising sea levels. The raised sea dike on the coast of Nickerie is not suf ficient to ward of f the threat. The banks of the Nickerie River are still just as vulnerable to the advancing rise. The bank of Coronie is partially protected, but more measures need to be taken. The cutting away of parwa and mangrove along the coast has led to accelerated coastal erosion, which is especially noticeable along the coast of Coronie, Nickerie and the road to the sea. A direct consequence is salinization of the soil as a result of saltwater intrusion, rendering agricultural areas and f ish-rich swamps unusable and leading to the disappearance of various types of f lora and f auna. Page | 105 A6.18.2 SWOT Strengths Weaknesses a) Natural bank protection and self-regeneration j) Populated areas in the north b) Relatively large portion of the road network still intact k) No regulatory activities in coastal zone c) Most fertile soils are found in the coastal plain l) Coastal zone subject to sea level rise d) Largest proportion of Suriname's population lives in the m) Many divers do not meet minimum requirements coastal plain n) Overdue maintenance due to small scale of population and e) Extensive network of drainage systems little available funding f) Most fertile soils are found in the coastal plain o) Uncontrolled parceling of land g) The coastal plain is accessible from East to West p) Absence of locks h) Existing road network structure in coastal plain q) Less than 33% of roads are paved i) The route of many forest access roads can be used to build inland access roads j) Translated with www.DeepL.com/Translator (free version) r) There is US$1 billion in committed funding from multilateral s) Inundation institutions that can be used for infrastructure t) Salinization u) Disappearance of types of flora and fauna v) Flooding due to climate change Opportunities Threats High impact r p v o m t j s u l k Low n q High risk risk Low impact Page | 106 Strategic Action Items (designation of protected areas f or coastal protection is included in A6.3)

1. Prepare the necessary legislation to prohibit the cutting of mangrove and parwa f orests (draft Coastal Protection Act is already in place) and to restore them, so as to preserve the natural coastal strip and estuarine zones, as protection against the inf luences of climate change.

2. The 2009 Pantheia transportation study should be implemented in an updated f orm.

3. By law, it should be required that in the conditions f or parceling of land , an approved road and dewatering plan is included. This should include the design and implementation of clear dewatering districts.

4. The construction of pumping stations and dewatering pumps will be undertaken with the same vigor as the clearing and excavation of main dewatering channels.

5. Harmonious development of regions is highly dependent on the constructed inf rastructure network. In the f ramework of the business production clusters - as stated in A6.2 - the f ollowing access must be created in the long term (where possible in PPP with the same production clusters): a) Lelydorp – Groningen b) Groot-Chatillon – Stolkertsijver c) Peperpot – Groot Chatillon

6. The improvement of existing and construction of new North-South and East-West access roads will f acilitate more ef f icient transport and unlock (potential) development areas. The improvement and complementing of the second East-West connection Apoera - Zanderij - Carolina - Patamacca - Langa Tabbetje will expand the economic possibilities. High impact 4 5 2 1 3 6 Difficult to Easy to achieve achieve Low impact Page | 107 A6.16 Electriciteitsvoorziening A6.19 Electricity supply A . . Establishment of a guarantee fund A . . Conduct for renewable energy feasibility studies for business models at renewable energy household level projects, in which value A . . creation, employment Electricity Act A . .5 Drafting and accessibility have a amendment and rolling out prominent role standards for energy efficiency A . . Setting up micro grid solar projects for 50 A . . Reduce villages in the A . .2 Launching costs for company interior through and operationalizing connections India credit line the EAS A6.19.1 Overview The electricity supply sector includes the electricity company, the producers, the Installers and the inspection authority. Suriname has a f airly high per capita energy consumption compared to many developing countries: energy intensity both per capita and per GDP is on the high side. In 2019, total production was 1550 GWh. with a population of +/- 550,000. Thus, the electricity production was about 2818 KWh per capita in 2019. The Gross Domestic Product (GDP) in 2019 was U$4,197,668. For each KWh of electricity produced, 0.27 U$ cents was generated . Currently, the demand f or energy is growing at a rate of about 2% per year. However, due to the small scale of the economy and the imminent economic activities in the mining and related sectors, it is expected t hat the demand may f ar exceed this percentage (possibly to even more than 10%). In 2021 the installed electrical capacity will be 552 MW. According to planning by the Energy Authority Suriname (EAS), by 2025 731 MW, and by 2040 1600 MW will need to be installed to meet the demand. It is estimated that approximately 4,000 GWh of electrical energy will need to be produced in 2040. The cost of electricity f rom the EBS is US$0.07/kWh. The government has to use 4 to 5% of the gross domestic product (GDP) each year to subsidize electricity costs. The annual direct subsidies amount to more than SRD 1 billion. This is the main reason why the f inancial perf ormance is substandard. Given that the EBS is f orced to operate below its break-even point, with the electricity supply sector being capital- Page | 108 intensive, the EBS must turn to government subsidies, development aid, and bilateral loans with f inancial institutions (both domestic and f oreign), most of which are repaid by the government . The Electricity Act and the Energy Authority Suriname (EAS) Act were passed by the National Assembly in

2016. With this, the f irst steps have been taken in the restructuring and regulation of the electricity supply sector. Main tasks of the Energy Authority Suriname are regulation, implementation of controls, and providing inf ormation and advice. The Energy Authority Suriname has to prepare an Electricity Sector Plan (ESP) at least once every f ive years, in consultation with the electricity supply sector, so that this plan can be adopted by state decree. The ESP consists of 3 parts: - Strategic plan: the ESP lays down the strategic component f or the sector. The strategic plan must indicate, with a time horizon of at least 20 years, how f urther sustainability of the sector will be achieved. - Technical plan: the ESP identif ies the needs f or capacity expansion in terms of production, transmission, and distribution f or the 5-year period, all of this incorporated into an overall f inancial projection of operational and other costs; - Regulatory plan: in order to ensure that the implementation and supervision of the regulation of the sector by the EAS takes place on the basis of predictable business considerations, the ESP lays down rules based on the Electricity Act 2016 to which all actors in the sector are bound. The main task of the sector is to ensure the af f ordability, reliability, availability, social acceptance and sustainability of electric power. In this context, it can be stated that the problems of the electricity sector are mainly regard the f ollowing: • Increasing demand f or energy • Introduction of cost-recovery energy tarif f s • Consumer and producer inef f iciency • Electricity law is very protective of electric utility interests • Blackouts on an annual basis are about 1 to 2. Area blackouts occur more of ten • Poor coverage in the interior • The transition to environmentally f riendly f orms of electricity and power generation • Centralized generation of electricity, which is a major impediment in view of climate change, particularly sea level rise and extreme weather events Page | 109 A6.19.2 Global trends The f ollowing trends are evident in the global energy sector: • Increase in share of renewable energy in total supply • Decrease in electricity prices f rom renewable sources • Renewable energy is technically capable of providing baseload power using battery technology and electric cars, as well as reducing peak loads through appropriate business models • Introduction of smart grids (where supply and demand are matched by communication) • Growing number of microgrids, involving distributed energy generation with domestic self - generators • Use of time-of -use pricing methodology • Electrif ication of the transport sector Graph A6.19.1 (source: IRENA) Electricity generation costs per technology Solar Coal Wind Gas Nuclear 200 250 180 160 200 140 US$ per MWh US$ per MWh 120 150 100 80 100 60 40 50 20 0 0 2009 2018 Year Page | 110 A6.19.3 SWOT Strengths Weaknesses a) Reasonably developed technical framework to further d) Smallness of scale develop and operate the electricity sector e) Underdeveloped research and development capacity as well b) Central role of electricity supply as renewable energy production capacity and services c) Promulgation of the Electricity Law (E-law) and role and f) Centralized generation of energy function of the Energy Authority Suriname g) Consumer and producer inefficiency h) Electricity law is very protective of electricity company interests i) Approximately 50 blackouts per year j) Poor coverage in the interior k) Locally available renewable and non-renewable energy o) Climate change and new climate Protocols require a change in potential l) Electricity Law creates new opportunities, including for traditional technical business operations and production Public-Private Partnerships and Corporate Social technologies Responsibility m) Implementation of a program for reduction of CO2 p) Short-term, politically-determined filling of positions at the emissions and use of environmentally friendly electricity executive level which means there is no continuity of policy generation creates opportunities for the creation of new jobs and knowledge n) Plans for the establishment of a regional electricity network with the neighbouring countries Opportunities Threats High impact j k l f o m e h p Low n High risk risk q g i d Low impact Strategic Action Items

1. Conduct f easibility studies f or renewable energy projects, as well as projects where possible of fshore gas resources may play a role. Important in this context are f easibility studies f or the Tapajai and Kabalebo projects, gas f or the alumina/aluminum industry, etc. Page | 111

2. “Consolidating the sustainability of the energy sector" project f unded by the Inter-American Development Bank (US$30 million). This includes start -up and operationalization of the EAS, restructuring of the EBS, dispute resolution, and preparation of an Energy Sector Plan (ESP). The ESP should (based on trends, global developments, and the SWOT described earlier) center on the f ollowing elements: o Diversif ication of the energy technology portf olio in generation of energy as much as possible o Geographically dispersed generation of energy (also f or decentralized urbanization - see A6.27). There is also talk of exporting energy (in the f orm of gas or electricity), but exporting this comparative advantage f or the benef it of f oreign producers can be disadvantageous and counterproductive f or local sectors. o Framework f or microgrids (with business models), mainly f or the interior. o Introduction of time-of -use pricing to inf luence electricity demand.

3. Adjustment of the electricity law, whereby autoproducers are not bound to a 50-50 supply-and-take quantity to the EPAR system.

4. Set up a guarantee f und at the CBvS with incentives f or commercial banks (or only NOB) to provide f inancial products which pre-f inance investments (purchase and installation) in renewable energy (mainly solar panels) f or customers. For this renewable electricity the customer pays a tarif f that is lower than the normal tarif f over a pre-agreed period. The customer has a lower energy bill. Government buildings should take the lead in this.

5. Establish ef f iciency standards and incorporate them into standards f or housing, spatial planning, road networks, etc.

6. Set up micro grids f or villages in the interior (including through the India credit line).

7. Reduce the cost f or new business connections. High impact 4 1 3 6 2 7 5 Difficult to Easy to achieve achieve Low impact Page | 112 A6.17Drinking Water A6.20 Drinkwatervoorziening Supply A .20. Drinking water demand feasibility study 20 0 A .20. Phase out object subsidy and build in subject subsidy on water use A .20.2 Replace, expand, and rehabilitate the water supply system, A .20. Expand A .20. particularly the water surface water Submission, meters treatment adoption and projects for promulgation of A .20.5 Implement consumption the four water programsto protect laws againsttoxins, A .20. Conception pesticides,herbicides, of policy for the etc. commercial supply of potable water to shipping A6.20.1 Overview Providing the population with good and af f ordable drinking water is in the interest of both public health and the socio-economic development of the country. The drinking water supply in the coastal strip, about 50 km inland f rom the ocean is realized by the Suriname Water Supply Company (SWM), a 100% state-owned company and by the Department of Drinking Water Supply of the Ministry of Natural Resources (NH/DWV). The SWM has taken over the drinking water f acilities in the coastal plain f rom the DWV. There is close cooperation between the Suriname Water Supply Company (SWM) and the Department of Drinking Water Supply (DWV) of the Ministry of NH. The goal of this cooperation is to achieve synergy and ef f iciency in the production, transport and distribution of d rinking water. Currently, approximately 75-80% of the population in the coastal plain and less than 40% of the population in the interior have access to saf e drinking water. Drinking water supply in the interior of the country is f ree of charge. Suriname f aces several signif icant constraints with respect to sustainable and integrated water management. These include the lack of drinking water in various regions of the country, risks due to f looding during heavy rains and shortages of irrigation water f or the agricultural sector during dry seasons. Another common phenomenon is water pollution due to inadequate wastewater treatment, the use of pesticides and contamination f rom gold mining activities. These are major challenges to the quality of water. Page | 113 The capacity of the pumping stations f or drinking water supply is not yet suf f icient. The inf rastructure is partly outdated and not all areas are provided with water connections. Still in the year 2021 a large part of Commewijne will be supplied with drinking water by the commissioning of a surf ace water purif ication plant near Peperpot. The plant has a purif ication capacity of 500 cubic meters of water per hour, enough for 10,000 households. The residential areas beyond Tamanredjo along the east -west connection are not yet covered. In Commewijne, the necessary inf rastructure is lacking in some places. Theref ore, the water station at Morico, near Stolkertsijver, will have to be f inished and put into operation. The SWM is also in the process of assessing what the demand f or water will be until 2040. For this, a f easibility study needs to be conducted. In a 2017 study entitled "Assesment of groundwater salinities in the aquif ers of the coastal plain of Suriname," it was shown that the groundwater resources in the co astal plain are so large that they can certainly meet the water needs of the entire coastal plain, including Paramaribo, until the end of this century. This study used data f rom 60 deep wells that Staatsolie made available. Now that the study is complete, the projects can be of fered f or financing to funding organizations so that the need can be met. It is important to note that our groundwater resources, in the f ace of climate change, are strategic resources. These reserves should be conserved f or posterity f or as long as possible. A6.20.2 SWOT Strenghts Weaknesses a) Huge reserves of mineral and surface water. At current d) Insufficient legislation, regulations and institutions to protect levels of consumption, the mineral water supply is our water resources and regulate the sector sufficient for 900 years e) Despite transparent costing, the SWM and the Department for Drinking Water Supply have not been able to pass on a b) Sufficient knowledge and experience of Suriname in the cost-recovery rate to their clients which is stagnating sector to further develop the sector development and business operations c) Central role of water supply f) Part of the water meters indicate a value that is too low and have a short life span (according to a pilot; information at Ministry of F&P) g) Opportunities for certified companies to increase the h) The effects of climate change, the social and environmental production of water for export impacts of economic activities (including agriculture and mining) can render the availability and quality of surface and ground water resources unusable Opportunities Threats Page | 114 High impact h i d Low f e High risk risk g Low impact Strategic Action Items

1. Phase out object subsidy and go to subject subsidy where necessary; this also leads to healthier operations to make investments.

2. Expand the number of projects, especially in the interior, to purif y surf ace water f or consumption. As early as 2021, a three (3) km pipeline network will start to supply drinking water to the village of Guyaba. This will be f ollowed by the villages of Pamboko and Kajapati. In the period 2022 -2026 a large part (of the more than 50 villages with over 50,000 inhabitants) along the upper reaches of the Suriname River should be provided with piped water.

3. Start with the replacement, expansion and rehabilitation of the water supply network in the various districts. This will result in the reduction of leakage losses and the so -called Unaccounted f or Water (Uf W), which together amount to around 45%. The optimization of the constructed inf rastructure (production, purif ication, distribution stations, and pipes) as well as expanding the number of connections throughout Suriname.

4. Adoption of the f our water laws (Drinking Water Quality Control Act, Groundwater Act, Groundwater Protection Areas and Water Authority Act), to implement Integrated Water Resources Management and protect groundwater.

5. Implementation of programs f or protection f rom hazardous substances (f or example) mercury, pesticides, herbicides and other harmf ul substances, application of environmentally f riendly Page | 115 methods that do not contaminate drinking water resources and participation in international cooperation around relevant environmental and climate treaties.

6. With the arrival of shore bases f or of fshore oil exploitation, and the business clusters mentioned in this Development Plan, it is to be expected that more ships will purchase (drinking) water. For this - and, by extension, the export of water - proper policies must be made regarding supply, prices, quantities, etc.

7. Implementation of f easibility study on water requirements 2040. High impact 3 2 6 1 4 Difficult to Easy to 5 achieve achieve 7 Low impact Page | 116 A6.18 Financieel A6.21 Financial Verkeer Transactions A .2 . Establish guarantee fund as incentive for offering riskier financial products A .2 . Boost confidence in the banking system through deposit insurance A .2 .2 Prioritize NRA A .2 . recommendations and Connecting A .2 . Draft, have the working group information submit, pass, and develop an data bases of promulgate a Basic implementation plan the Tax Bank Account Act Administration A .2 . Establish working group for implementation of A .2 . NRA Introduction of recommendations VAT A .2 . Setup of credit A .2 . Set up registration office incentive system A .2 .5 Introduce for giro cashless transactions at payments for the business A .2 . 0 Unify and social services sector simplify tax laws A6.21.1 NRA, financial inclusion, and activity Financial traf f ic consists of services that establish connections between local and f oreign companies, individuals, governments, etc. Poor f inancial traf f ic theref ore results in obstacles to business activity. This traf f ic must take place within a certain f ramework of laws and regulations, of which the regulations with regard to anti-money laundering & f inancing terrorism (AML/FT) are an extremely important element, especially in an international perspective. In this regard, a National Risk Assessment (NRA) has recently been carried out, which provides an overview of recommendations to better embed AML/FT in f inancial transactions, in order to make them saf er and smoother (f oreign companies, f or example, do not want to do business if they think there is an increased risk). To identif y the opportunities, threats, weaknesses, strengths, considering of the action points, etc., ref erence is made to this NRA document. Monitoring of AML/FT can be better conducted when transactions are in view of the relevant agencies. To this end, it is important to accelerate the f inancial inclusion of individuals and (inf ormal) businesses. This also has the advantage of reducing the inf ormality of economic activities and creating more opportunities f or people in the districts and the interior, a so-called "f inancial inclusion". To this end, it must be made easier f or people and companies to open a bank account, payments via (mobile) internet must be made more attractive, government payments must increasingly be made by giro, m ore Point-of -Sale devices must be implemented, and more ATMs must be set up in the country . To f urther accelerate business, it is strongly recommended that the Central Bank of Suriname establish a guarantee f und to of f er commercial banks riskier products (to them) in particular credit insurance and Page | 117 specif ic "operating lease" products (the guarantee f und and the of f ering of these products can also be done through the National Development Bank). An example of the latter is the complete pre-f inancing of solar panels f or residential properties, where the bank pays the importer and installer, and the homeowner pays the bank a rate f or the electricity supplied over a predetermined period that is lower than the normal rate. Especially now with the advent of these action items, the establishment of a credit registration agency becomes a necessity. Strategic Actions

1. Establish inter-ministerial working group on implementation of NRA recommendations with a clear mandate and with direct reporting and accountability to the Cabinet of the President.

2. Prioritize NRA recommendations and prepare an implementation plan by the working group.

3. Through a Basic Bank Account Act, enable every citizen to open an account, promoting f inancial inclusion while f acilitating digitization of government and other transactions.

4. Establish a system of incentives f or non-cash transactions to be implemented through the business community.

5. Gradual implementation of cashless payments f or social benef its (e.g. AOV).

6. Establish guarantee f und as an incentive f or of f ering riskier products, especially credit insurance and operating leases.

7. Establish credit registration agency with clearly def ined processes.

8. Implementation of Value Added Tax (VAT).

9. Through a deposit guarantee, give citizens more conf idence in the banking system, once the banking system is strengthened.

10. Unif y and simplif y tax legislation thro ugh the General Law on Customs, General Law on Taxation and Tax Collection Law.

11. Connecting inf ormation databases at the Tax Administration with other databases, such as at the banking and insurance industry, MI-GLIS, etc. Page | 118 High impact 11 6 8 2 10 3 5 4 1 Difficult to Easy to achieve achieve 7 9 Low impact Page | 119 A6.22Sociale A6.22 Social Protection bescherming A .22. A .22. Establish Establish a a comprehensive center for the job board based A .22.2 Define homeless in a on education and and roll out PPP context skills system for Conditional Cash Transfer A .22. Determine new minimum wage A .22.5 Establish and poverty and communicate line preventive and educational A .22. Introduce programs for the cashless prevention and A .22. payments for protection of Implementation social support people with Mi Sa Taki disabilities project A6.22.1 Overview Social protection (social services and social insurance) f ocuses on supporting vulnerable individuals and groups in society. The 2013/2014 household budget survey f ound that 23% (approximately 124,350 individuals) f rom the society experienced extreme poverty based on the World Bank's international extreme poverty line ($1.90 per day). In this study, approximately 25% of the population was characterized as extremely poor, based on the national poverty line of SRD 309.00 per month (Kisoensingh, 2021). The gap between rich and poor creates a social and f inancial dependence on the government (social and f inancial exclusion) in the community. In 2021, about 5.3% of GDP is calculated to be allocated to social spending. From the year 2015 to 2020, there is a clear increase in the number of people older than 60 years who are registered with the ministry and are eligible f or AOV benef its annually. The number of children who are eligible f or General Child Benef it (AKB) annually through the ministry has increased to 11.2% f rom the total population over the past f ive years. Compared to the AOV and AKB trend, as of 2017 there is a f luctuation in the number of people eligible to receive f inancial assistance f rom the government. Only 45% of the world's population is ef f ectively covered by at least one social benef it, while the remaining 55% receives no social protection. In Suriname this f igure appears to be lower (see graphs on the next page), however, the government also intervenes f inancially in matters such as additional medical expenses and housing, which is not ref lected in these graphs. In addition, many countries are moving to Conditional Cash Transf er programs as part of their regular social policies to address poverty. Page | 120 Graphs A6.22.1 Social protection in % of GDP and A6.22.2 Social costs in % of GDP Social protection in % ofGDP Social costs in % of GDP 7 35 Social costs in % of GDP Social protection in % of GDP 6.5 30 25 6 20 5.5 15 5 10 4.5 5 0 4 France Belgium Germany The Netherlands 3.5 U.S. Canada Mexico Turkey 3 UK Japan South Korea Brazil 2.5 Chili Colombia 2015 2016 2017 2018 2019 2020 Suriname Countries Graphs A6.22.3 AOV and AKB and A6.22.4 Financial assistance Graph A6.22.5 Share of the population covered by at least one social security benefit Share of the population covered by at least one social security benefit 150 100 % 50 0 French Guyana Suriname Brazil Guiana Page | 121 A6.22.2 SWOT Strengths Weaknesses a) Social and labor legislation in effect g) Social programs are one-sided: with no quid pro quo b) Decentralization of services h) Registration and card files of social benefits are polluted by c) Poverty reduction through equal opportunities for society duplicate and unjustified registrations d) 5.3 % of GDP spent on social expenditure i) No differentiation according to the different types of e) Increase in social welfare payments disabilities f) Initiative launched with the business sector for financial j) Lack of social inclusion: current social safety net programs inclusion through the channelling of social expenditure to are not sufficiently responsive to the needs and behaviors vulnerable households and people with disabilities. of all groups k) Lack of financial inclusion l) Shortage of specialists to implement policies m) Cleaning up and making transparent the digital files within r) Increasing poverty, because of scarce social services and the social security system access to them n) Encourage economic independence through job creation s) Growing number of beneficiaries for social services threatens and training/ counseling of the incapacitated and disabled the continuation of the social protection system o) Digitalization of government services t) Logistical challenges and infrastructure (e.g., the interior) p) Encourage and implement financial inclusion u) Increased dependence of vulnerable groups on the (q) Funding available for homelessness issues. government, through the various social benefits v) Large-scale fraud within registration and benefit systems Opportunities Threats High impact g v k q n r u o m p s Low High risk risk l j i h t Low impact Page | 122 Strategic Action Items

1. Through f inancial inclusion, all f inancial assistance, such as assistance to people with disabilities and socially vulnerable households and Covid -19 assistance, is transf erred through a debit card system to a bank account. This payment system lowers the risk prof ile f or the entire f inancial system and ensures smooth and transparent handling of payments and savings in operating costs. The f irst step of f inancial inclusion (f rom cash to giro) has already been made in July 2021.

2. Conditional Cash Transf ers (CCT) as an instrument f or poverty reduction is mainly f ocused on the development of human capital by investing in health, education and nutrition. It can be applied in Suriname if a good strategic communication plan is implemented, whereby the mindshif t wit hin society changes f rom the current (unconditional, without quid pro quo) to a conditional system with expected quid pro quo; this system individualizes the social system and of f ers tailored support. Of f ering more inclusiveness and employment to women, people with little (vocational) training, people with disabilities, socially disadvantaged people and people f rom disadvantaged areas (social inclusion) can lead to the implementation of CCT.

3. The problem of homelessness can be solved by of f ering f acilities and resources, including the establishment of a center f or the target group in the context of PPP; to this end, a concrete project proposal has already been proposed to the government; the establishment of a f ully equipped resocialization project (on a site of 7ha behind the JAP airport), whereby 250 homeless people will be sheltered at a location outside Paramaribo with good psychiatric help, can learn a trade and will be put to work to earn a living.

4. The employment problem can be solved by providing a large job bank f or the job seekers that is f ocused on their level of education and skills. Promoting independence and social integration (acceptance, self -ef f icacy and self -reliance) of persons with disabilities can be achieved by creating more employment opportunities, providing training and sports and recreation f acilities f or the target group. Carrying out more projects such as 'Basic Needs Trust Fund project' in which micro - entrepreneurship f or people with disabilities is stimulated through training.

5. Prevention and protection of people with disabilities can be achieved through the use of preventive and educational programs, where the causes f or physical, visual and psychological impairment are examined. This, especially f ocused on the rural area since the number of people with disabilities in the interior is quite high. Providing public f acilities such as improved transportation, shelter and housing (especially f or persons over 18 years old) and of f ering home care contributes to the active participation and integration of people with disabilities in society. Supporting parents whose children have a disability, through networking with NGOs and private organizations that are working with Page | 123 the target group in a targeted way, i.e. "Community Based Rehabilitation". More projects should be started and/or the project 'Sori Yu Sref i' f reely transl. ‘show yourself ’ should be continued.

6. Regularly (every 1 to 2 years) determine a new minimum wage and poverty line and publish an updated report "Poverty Line Suriname”.

7. Implement the "Mi Sa Taki" f reely transl. ‘I will make myself heard’ project, a nationwide approach spread over years to counter violence against children. This approach, which includes targeting f amilies separately, has been thoroughly tested against Surinamese practice and has proven to bear f ruit. High impact 3 7 2 1 4 Difficult to Easy to achieve achieve 5 6 Low impact Page | 124 A6.20Security A6.23 Veiligheid A .2 . 0 Adoption A .2 . Entering and promulgation of into cooperation the legal status of agreements for judges law joint exercises A .2 . with armies of A .2 . 2 Educate Preparation of food other countries in and train judges, for detainees by the interior the National Army A .2 . Automating A .2 . court clerks, legal and digitizing of Providing assistants and processes at the support staff prevention A .2 . Prosecutor's Office A .2 . Provide information awareness Implement phase by BS programs against 2 of the Safe City within the domestic violence project A .2 .5 A .2 . Collaborate Education Resocializingand between the police with system counseling municipalities, OM, outh detainees Protection, the O C and NGOs to provide criminal A .2 .2 E uip youth with family A .2 . Submit, adopt, and train the anti counseling or other and promulgate the cybercrime unit assistance Special Investigative Powers Act A6.23.1 Overview Security Security is an important prerequisite f or prosperity and well-being, where attention must be paid to crime control, f ire saf ety, traf f ic saf ety and cross-border crime. These areas have the f ollowing characteristic f acts: • Increase in crime in 2020 compared to 2010: nationwide registered cases of crime by 3%, registered cases of thef t by 364.8%, registered cases of deprivation of lif e by 100%, registered cases of murder by 68.4%, registered cases of drug crime by 5.5%, registered cases of juvenile crime by 133.7%, registered cases of homicide by 142.6%. • Suriname, compared to the region, has a low murder rate and a high burglary rate. • Despite the pandemic with lockdowns, the number of f atalities in the f irst half of 2021 is almost double compared to the same period in 2020. • Increase in residential building f ires by 7.7% in 2020 compared to 2010. • Increase in natural disasters by 100% in 2020 compared to 2010. However, achieving the goals of saf ety is prevented by the f ollowing major structural def iciencies :

1. Insuf f icient f unds available f or realizing projects related to security in the 2021 budget of the Ministry of Justice and Police and Def ense. About 7% of the total budget of the Ministry of Justice and Page | 125 Police goes to policy, of which about 3.1% goes to Sec urity. At the Ministry of Defense, about 1.7% of the 2021 budget goes to implementing policy.

2. The f oregoing results in a shortage of equipment and overdue maintenance.

3. Ageing of the KPS by 10% in 2018-2019.

4. Understaf f ing at the KPA. Currently, KPA has 243 correctional of f icers, while it is indicated that there is a need f or an additional 144 of ficers. A6.23.2 Overview Legal Certainty A specif ic component of the Security Policy Area is Legal Certainty, namely the guarantee that the judiciary is bound by rules of law. The achievement of the goals of the Judiciary is prevented by the f ollowing def iciencies in particular: • Understaf f ing of the Judiciary: currently there are 26 judges, while according to the Law on the Establishment and Composition of the Jud iciary there should be at least 40 judges. As a result, handling of court cases of ten takes a long time. An interesting comparison, however, shows that a country such as the Netherlands has slightly more than 7 times the number of court cases per 100,000 inhabitants, but less than 3 times the number of judges over the same population, and yet the handling of court cases is smoother (it does have 6 times as many courts). This raises the question of whether the actual problem lies in the inef f iciency of processes, lack of automation (ICT), well-def ined responsibilities, etc. • Insuf f icient f unds available f or the realization of Judiciary projects in the budget of the Ministry of Justice and Police. About 7% of the total budget of the Ministry of Justice and Poli ce goes to policy, of which about 1% goes to strengthening the Judiciary . Page | 126 A6.23.3 SWOT Strengths Weaknesses a) Specific expertise available within the institutions involved in e) Limited financial resources available to implement projects. national security. f) Understaffing in the Corps (KPS and KPA). b) KPS, KBS, and the Ministry of Defense participate actively in g) Only 16 percent of middle management and 8 percent of international collaborations senior management present within the military c) Proactive and preventive firefighting services h) In the absence of the Special Investigatory Powers Act d) There is good cooperation between the Ministry of Defense (BOB), the police are limited in their investigative powers and other ministries in dealing with the Covid-19 pandemic i) Understaffing in the judiciary (shortage of judges, court clerks and support staff) j) Slow judicial process/processing of court cases. k) Poor and outdated infrastructure and ICT facilities l) Joint action of KPS, MP, BNV/Customs/Intelligence q) Cross-border crime (maritime robbery, smuggling of goods, Unit/Security organizations in operations aimed at addressing human smuggling, drug trafficking) and increased brutality o the safety of citizens crime. r) Increase in natural disasters m) International cooperation in dealing with cross-border s) Illegal exploration of natural resources in the interior for which crime. data is lacking. t) The occurrence of cybercrime n) Visibility of the National Army on the streets and in projects u) The taboo surrounding domestic violence and the failure to of citizens and the government report cases in this context in a timely manner o) International cooperation in the field of legal security. p) A process of corporatization of the judiciary has been initiated Opportunities Threats High impact l t r m k h e i q f s Low High n d risk g risk j u o p Low impact Page | 127 Strategic Action Items (Items related to surveillance are included separately A6.5 due to their urgent and cross -ministry nature)

1. Expanding detection and enf orcement of public order and saf ety through the adoption and promulgation of the Special Investigative Powers Act (PDO Act).

2. The department in charge of cybercrime must be substantially equipped and trained: this has repercussions on the approach to drug crime, illegality, f raud, etc. This is of enormous importance as it can be expected that cybercrime will increase considerably in the coming years, whereby the impact may be disruptive f or various sectors due to the small scale of the country.

3. Special attention should be paid to tackling juvenile crime, whereby the police work with municipalities, the Public Prosecutor, Youth Protection department, the education system and NGOs to of fer criminal youths f amily counseling or other help.

4. Domestic Violence: awareness programs will be pro vided by networks and there will be greater involvement of all parties (e.g. government, NGOs) to provide assistance to victims of domestic violence.

5. Resocialization/guidance of detainees: there is a resocialization plan draf ted f or the duration of 5 years (May 1, 2020-1 May 2025), whereby detainees are used f or various activities, both inside and outside the institution.

6. Implementation of phase 2 of the Saf e City project.

7. The preparation of f ood weighs heavily on the budget of the Ministry of Jus tice and Police. Through the use of the National Army, f ood for detainees can be prepared to save the Ministry money.

8. Cooperation agreements to heavily increase joint exercises with armies f rom other countries in the interior.

9. Inf ormation on preventing f ires provided by KBS within the educational system and other agencies on the early prevention of f ires.

10. The aim is to have a independent budget f or the Judiciary in the near f uture. Because the Judiciary is an independent state power, it should not be dependent on the other state powers f or its resources. This requires the adoption and promulgation of the Law "Legal Status of Judges". In the year 2022, the institutional autonomization of the Judiciary will be continued with emphasis on staf f ing, application of relevant HR instruments, provision of f acilities, draf ting of legislation and f urther organizational development. In 2023, the laws to that ef f ect will be promulgated so that the supporting processes can be placed in a separate legal entity.

11. Processes at the Judiciary must be described and reviewed. The latter should be done with automation and digitalization in mind. Then, tasks and responsibilities can be better divided and assigned to everyone in the organization. Finally, ICT systems mus t be implemented f or automation and digitization, including the necessary training. Page | 128

12. Educate and train judges, clerks, legal assistants and support staf f. This can be done by setting up a structured and permanent system of basic and continuous training and intensive practice-oriented coaching of judges, court clerks and support staf f (including legal assistants). High impact 6 1 10 8 2 5 7 Difficult to 4 Easy to achieve achieve 12 3 9 11 Low impact Page | 129 A6.22Public Health A6.24 Gezondheidszorg A6.24.1 Overview In line with the third of the seventeen Sustainable Development Goals (SDGs), health s ecurity has been set as a standard in this Development Plan. Factors, which af f ect health, can be summarized in f our categories: 1. Biological f actors 2. Health care f acilities 3. Lif estyle and 4. Environment. Using the af orementioned categories, policymakers analyze health problems of health care recipients in order to better understand the origins of the problem, and to better tailor health care policy and the provision of healthcare to the problem and to the health care recipient. The f ull care cycle theref ore consists of : 1) Prevention 2) Diagnostics 3) Treatment and 4) Rehabilitation. Figure A6.24.1: Health determinants and the health cycle Biological actors . Prevention

2. Diagnostcs Environment Health Healthcare acilities . Treatment . Rehabilitation Lif estyle Page | 130 Between 2017 and 2020, the share of healthcare spending in Gross Domestic Product steadily increased f rom 1.9 to 3%. Graphs A6.24.2 and A6.24.3 (Source: ABS, Adaptation: SPS) Expenses Health care & social Ministry of Health in % Government activities (% of GDP) 2015-2020 Budget 2018-2021 Government Budget Public Health in % Health Care expenses in % 10 3.3 9 3.1 2.9 8 2.7 7 2.5 6 2.3 2.1 5 1.9 4 1.7 1.5 3 2015 2016 2017 2018 2019 2020 2 2018 2019 2020 2021 A sizeable share of resources is spent on policy programs: this decreased between 2018 and 2020, but increased by about 100% in 2021 (due ot Covid-19). Chart 3 shows that Suriname had 7 f amily doctors and 20 nurses per 10,000 population in 2015, which number increased marginally by 1 health worker in 2018 to 8 f amily doctors and 21 nurses, respectively. In 2019, the population density per GP c linic in Suriname was 4,471. The districts of Paramaribo (18,020) and Wanica (11,192) had the highest density of outpatient clinics. Nationally, the density per GP was 5,139 persons, with higher f igures f or Brokopondo, Sipaliwini, Paramaribo and Wanica. Among selected countries in the region, Barbados had the highest percentage of GDP (approximately 6.9%) spent on health care in 2016 f ollowed by Trinidad and Tobago with 6.5%. However, only in Suriname the dif f erence in public and private spending on health care was the highest, which implies that a relatively larger share of spending was covered by the public sector. Compared to Guyana and Trinidad and Tobago, Suriame had the lowest number of general practitioners per 10,000 population in 2018. Page | 131 Graphs A6.24.4 and A6.24.5 (Source ABS, PAHO, Adaptation SPS) The Covid-19 pandemic broke out in late 2019. Both the second half of 2020 and the f irst half of 2021 saw an explosive increase in the number of new Covid -19 inf ections and deaths in Suriname. By the end of 2020, the f irst vaccines were approved f or administration by relevant national and international bodies. Between February and June of the current year, 160,268 people in Suriname received their f irst dose of Astrazenica vaccine and 35,926 were f ully vaccinated . Graph A6.24.6 Page | 132 A6.24.2 Healthy lifestyle It has been proven that regular and groundbreaking exercise improves physical f itness by increasing human endurance. Increased exercise in conjunction with maintaining a healthy body weight and consuming a healthy diet can also contribute to a reduced risk of heart disease. In 2016, research showed that in Suriname 64.2% of women and 53.4% of men are overweight or severely overweight. The measured weight of Surinamese women was higher than the regional average. Graph A6.24.7 (Source: PAHO) A6.24.3 SWOT Strengths Weaknesses a) There is a lot of specialty care with associated expertise: f) Ineffecient implementation systems nephrology, cardiology, neurology g) Insufficient focus on prevention b) Medical Mission h) No sectoral approach to living, housing and working c) Hospital stay rates have been adjusted to a realistic level environments d) Good collaboration with foreign physicians and specialists i) Operational expenditure remains higher, in percentages, than e) There is a separate department for Sports Affairs investment expenditure j) Focus on micro rather than macro health targets k) Financial injections by the government. n) Healthcare providers emigrate or leave the industry for a variety l) Informing health care consumers of the value of health of reasons care products to control health care demand o) Loss of productive life years due to unhealthy lifestyles and m) Top-class sport has potential premature deaths Opportunities Threats Page | 133 High impact i k f k n h o Low g High risk risk l m Low impact Strategic Action Items

1. A (f inancial) review of work processes and cash f lows within the health care sector, including hospitals, f or rationalization and solving the structural f unding shortf all in the health care sector.

2. Provide clarity to the private sector on the purport of the Basic Health Insurance Act and control of compliance with their insurance obligations, in order to increase the low percentage of GDP that the private sector spends on health care (2016: 1.8% compared to the government spending of 4.2%).

3. Resume the Health in all Policies program, ensuring that the preventive health approach is ref lected in the policy f ormulation and implementation of all ministries. This should ultimately result in prevention and minimization of health problems, and low public and private health care expenditures.

4. In Public-Private Partnerships, introduce more public sports f acilities, which are spread out and accommodate dif ferent sports.

5. Investigate and eliminate causes of f ailure to provide physical education in schools .

6. At all levels, measure, compare, and report athletic and educational perf ormance of individuals. Page | 134

7. Establish partnerships with NGOs, institutions and organizations (schools, boarding schools, ressort and neighborhood organizations, districts and inter-districts, civil servants and business associations) and companies to organize sport events aimed at dif ferent target groups, such as youth, elderly, people with disabilities, etc.

8. Most of the medical costs (68% in 2016) go to treatment of diseases. About 80% of care is spent on chronic diseases and patients and 20% on other diseases. There should be a structural shift f rom secondary and tertiary health care to primary health care, where in addition to prevention, early identif ication of diseases is important f or prof essional guidance. For ef f iciency (the af f ordability of care), this requires standardization, protocol, as well as regulation of the various care products, in order to ensure the quality of care provided . By establishing 8 Integrated Practice Units (IPU), 80% of chronic care can be rationalized and decentralized (see A6.27, B3 and Appendix E), while at the same time improving access to care, generating a source of income f or Suriname (medical tourism and of f shore expatriates), while also creating employment opportunities. These are: Attitude and Exercise, Diabetes Mellitus, Cardiovascular, Maternal/Child, Neurology, Lung Center, Oncology and Eye Centers. The Diaspora Medical Team must realize an IPU pilot (f or which they already have the f unds and expertise), having been recognized as a health care provider by the State Health Fund.

9. Introduce "sugar tax" to discourage consumption of sugary products . High impact 8 1 2 3 9 7 Difficult to Easy to 4 achieve achieve 5 6 Low impact Page | 135 A6.25ONDERWIJS A6.24 Education A6.25.1 Introduction In the period 2010-2020, the policy in the f ield of education - given the mission of the Ministry of Education, Science and Culture and the available inputs, and in line with treaties and initiatives to which Suriname is a party - was outlined and implemented. In this f ramework, activities were started and/or completed aimed at: (1) reorganization and institutional strengthening of the educational organization; (2) integration of health care delivery; (3) ref orms within the education system including in basic and technical and vocational education, at the Institute of Secondary Economic and Administrative Education (IMEAO), the pedagogical institutions and the Institute f or the Training of Teachers (IOL); updating outdated and/or incomplete laws and regulations; nationwide construction of schools and teacher housing; decentralization of secondary education - including vocational education - to the other districts and the interior; improvement of the quality of education in the interior; integration of ICT in education; capacity building, and accreditation of tertiary education. However, not in all cases, especially f or technical education, IMEAO and IOL, have the intended results been achieved. Chart A6.25.1 shows that, based on the international and regional 'benchmarks', as included in 'the Education 2030 Framework f or Action', which recommends that 15-20% of public expenditure to allocate 4-6% of GDP to education, these standards have been met to a greater or lesser extent. However, Chart A6.25.2 shows that most of the allocated f unds were f or operational expenditures. Furthermore, cumbersome administrative procedures and the lack of resources, among other things, resulted in not all Page | 136 of the allocated f unds being received. Because of the successive receipt of less than estimated f inancial resources, a structural def icit arose, which led to, among other things, a stagnation in the implementation of educational programs. Graphs A6.25.1 and A6.25.2 (Ministry of F&P, Adaptation: SPS) ; A6.25.2 Core data The commitment in 2015 to the UN 2030 Agenda, requires policy choices, which should result in a sustained improvement towards the benchmarks of the key indicators that give an indication on access to, participation in, quality of and equity in education. However, over the past 10 years there have been worrying developments in some of the key indicators that give an indication of the quality of education. In this context, the f ollowing can be mentioned: the percentage of students in kindergarten B and the 1 st and 6th grades of primary education and the last grade of VOJ who have the minimum skills in reading and mathematics; the percentage of early school leavers, dropouts and rejected students at primary and secondary level. Minimum skills in reading and math Data measured during the Multiple Indicator Cluster Survey (MICS) 2018 showed that only 29.7 and 12.3% of students in relatively kindergarten B and 1st grade of primary school had the minimum skills f or reading and math. For children in the last grade of primary education and VOJ, the percentage was 58.9 and 53.3, respectively. These f igures are very low, which means that early on, students who, f or one reason or another, are behind in reading and mathematics need extra help through remedial teaching to catch up and avoid dropping out of the education system prematurely . Page | 137 Dropouts and repeaters Graphs A6.25.3 and A6.25.4 (Source: Department Research and Planning, MinOWC, Adaptation: SPS) ; As can be seen f rom the above, the dropout rate has hardly changed over the years. It can also be concluded that Suriname has the highest number of repeaters in primary education (elementary school) in the region. The repetition rate f or girls is lower which brings the combined percentage to 14.9 in 2020. This is very high and a huge waste of time and money. Drastic measures by the Ministry in 2021 and f ollowing years are aimed at taking structural measures to increase the rate of return and signif icantly i ncrease the range of education at VOJ level. The f ocus is on pursuing one's own learning path without students staying in school; thus, cognition of the student is the starting point f or education. This is only possible if dif f erentiation is introduced the teachers are suf f iciently introduced and trained in it. Primary education and VOJ completion rate In the past 10 years, it has not been possible to achieve a sustainable improvement in the percentage of students passing the GLO test and successf ully completing the MULO exam. A valid explanation f or the f luctuations in the results cannot yet be given due to the lack of scientif ically substantiated research results. Similar to the school results presented earlier, it is important that scientif ic research is conducted into the causes of the f luctuations in those results. Based on the results of such research, policy can be f ormulated and implemented to bring about a sustainable improvement in school results. Page | 138 Graphs A6.25.5 and A6.25.6 (Source: Examination Office MinOWC, Adaptation: SPS) ; A6.25.3 Global developments Internationally, the f ollowing trends can be observed : - Commitment to the UN SDGs - Digitization of education - Shif ting the f ocus of education to student-f riendly policies - 'Blended' and 'personalized learning' - Incorporation of STREAM (Science, Technology, Reading, Engineering, Art, Mathematics) in education - Skills and competency-based design of schools - Project/problem-based learning - Training of 'soft skills' in higher education - Educational innovation based on cognitive skills Page | 139 A6.25.4 SWOT Strengths Weaknesses a) Institutionalized programs aimed at upgrading teaching c) Insufficient capacity within the educational organization to and administrative personnel plan and implement evidence-based educational policies. b) Primary and secondary education is virtually free of d) The education system is not geared to serving the multi- charge, while tertiary education is relatively inexpensive ethnic, multicultural and multilingual society c) Increase in the number of educational institutions offering e) Insufficient capacity for 'remedial teaching'. programs at college and university level, with financing f) Curricula and didactic work methods are not aligned with modalities at the NOB playing an important role. advancing technological developments (there is insufficient access to the Internet and ICT equipment) g) No regular problem solving based on KPI's h) Capacity building (funds available under the 2030 Agenda l) A structural shortage of financial resources to give full form to for improving access, participation and quality of education the content of educational policies can be used), thus increasing the willingness to change m) Outdated, incomplete and/or missing legislation and and innovate regulations. i) Integration of information communication technologies in n) Increase in problems (% of repeaters, dropouts and students education who did not pass their final exams) j) Introduction of curricula and didactic work methods that o) Crisis around the issues of accreditation related to both meet the current requirements admission standards and "labor market employability" of k) Formulation and adoption of a "language policy" to benefit Surinamese graduates (especially regionally and internationally) education. Opportunities Threats High impact c i j e f h g l k n m o Low High risk risk d Low impact Page | 140 Strategic Action Items

1. Decentralization of educational system to make educational matters more ef f icient.

2. Full operationalization of Suriname National Training Authority (SNTA) so that delivered f ramework meets requirements set nationally, regionally and internationally.

3. Rationalization of accreditation f ees.

4. Establish and operationalize an Education Center to 'up -date' learning resources and technology for use in education and to align with the needs of children, talent development, contributions to self - esteem, etc.

5. Incorporate aspects of STREAM and sof t skills development into primary, secondary and tertiary education in order to increase children and adolescents' af f inity f or creativity, increase self -responsibility and active learning, and successf ul teamwork.

6. Of f er BSc and MSc at AdeKUS in the f ields of inf ormation and communication technology, tourism, supply chain management, international agri-business, and other studies that support the development of the af orementioned policy areas.

7. Set up and operationalize educational inf ormation system with a student tracking system, especially to reduce the number of dropouts.

8. Update laws and regulations to improve, among other things, participation in education but also to leave control of inf ormal education to (recognized) prof essional f ederations.

9. Making a shif t to distance education, due to the lack of any prospects regarding the pandemic, competition f rom institutions f rom abroad, letting children enjoy education, incorporating extra curricular activities, and the costliness of providing traditional education in the interior. Through "digital proctoring," online platf orms, and collaborations with NGOs and the business community, and learning f rom pilots that are already in place, this can be accomplished relatively quickly in one area, and then expanded to other locations. High impact 4 6 9 7 3 1 2 5 8 Difficult to Easy to achieve achieve Low impact Page | 141 Box A6.26.1: Elaboration of strategic action item A6.25.9 Opzetten regionaal Set up virtual classroom verspreide openbaar with possibilities for vervoersknooppunten communication, storage of materials, learning schedules, audit functions, etc.. Digitize existing teaching Production and materials, supplement with introduction of available digital materials multilingual materials Purchase ICT equipment for A6.25.9 Roll out students to access the (start with pilot) virtual classroom; may online education with Draw up a digital proctoring and also be assembled by communication plan local ICT sector plagiarism scanners Training of teachers, Stakeholder assistants, principals, meeting etc.. 2021 2022 2023 2024 2025 Page | 142 A6.26 Monetary Policy MonetairBeleid A .2 . Strengthen commercial banks, A .2 .5 A .2 . through necessary Strengthen Accelerate inter recapitalization and independent bank payment reforms, after taking position Central transactions stock by an Bank of Suriname A .2 . including with the independent party, and Strengthen Central Bank after the adoption of a cooperation Bank Resolution Act, monetary and improving the authorities while Banking and Credit A .2 .2 respecting their Supervision Act Recapitalization respective of the Central competencies Bank of Suriname A .2 . Establish permanent facility to provide li uidity to banks facing temporary deficit A6.26.1 Exchange Rate Policy The CBvS, pursuant to the Resolution of June 3, 2021 (S.B. 2021 No 6778/21), modif ying the exchange rate arrangement, moved f rom a managed f loating exchange rate system to a f loating or f lexible exchange rate system ef f ective June 7, 2021. As of that date, the temporarily instituted minimum and maximum rates were also withdrawn, and unif ied and market-based exchange rates have been applicable in the economy ever since. The unif ication of exchange rates has created a level playing f ield in the f oreign exchange market f or banks and exchange of f ices and improved the availability of f oreign currency in the f ormal circuit. The CBvS determines and publishes the weighted average exchange rates based on the reported volumes and transaction rates of the af orementioned institutions three times a day . The Surinamese f oreign exchange market is characterized by market imperf ections, namely an imperf ect market structure (dominant market players), small scale and limited depth of the f oreign exchange ma rket (no signif icant options other than buying and selling f oreign currencies) as well as the f ar -reaching liberalization of f oreign exchange. In order to ensure the orderly development of the f oreign exchange market and to prevent undesirable exchange rate f luctuations, the Bank will conduct its purchases and sales of f oreign currencies on a f oreign exchange auction platf orm f or banks and exchange of f ices as of the end of December 2021. Furthermore, as of June 2022, a f oreign exchange trading platf orm f or banks will be operational, on which trading of f oreign currencies will take place in a transparent and orderly manner and "pre-trade pricing" will be made transparent. Page | 143 On the currency auction platf orm, the Bank will make provisions f or currency interventions. Currency interventions will be carried out through auctions only in the event of disorderly exchange rates in the f oreign exchange market. Foreign currency purchases by the CBvS will also be made through auctions. Furthermore, by mid-2022, the CBvS will develop and operationalize a f oreign exchange trading platf orm, on which banks and f oreign exchange of f ices will trade f oreign currency in a transparent and competitive manner. This currency trading platf orm will serve to promote the ef f icient operation of the f oreign exchange market. Although currency intervention is a widely used tool to inf luence an exchange rate in an "exchange rate targeting" regime, this tool will not play a prominent role in the new monetary policy f ramewo rk, namely the "reserve money targeting" regime. Af ter all, within the new monetary policy f ramework, the CBvS assumes a target f or the base money supply and no longer a certain level of the exchange rate. This implies that exchange rates and interest rates are in principle f ree to f luctuate, driven as much as possible by f undamental market f actors. In the new monetary regime, the interest rate will serve as an incentive to stimulate investments in Surinamese dollars, thereby discouraging the use of f oreign currencies. This will make a substantial contribution to exchange rate stabilization. A6.26.2 The new monetary policy framework The new monetary policy f ramework of June 7, 2021 also includes a f lexible exchange rate regime. Targets f or the base money supply and its components will be set based on the expected growth of the economy and the lowest achievable inf lation rate. To achieve this outcome, prudent monthly targets will be set for Net International Reserves and Net Domestic Assets, which will be monitored primarily by the CBvS. To achieve these targets, the CBvS will be active in removing excess liquidity through market-based instruments. Monetary f inancing of government def icits is no longer possible. Within this f ramework, an agreement was signed between the Governor of the Bank and the Minister of Finance. A6.26.3 Financial system In addition to the exchange rate and inf lation, the f inancial system will be addressed. The f inancial system is vulnerable because of the high rate of non-perf orming loans. This has been exacerbated by the Covid - 19 crisis. Between 2015 and 2020, the banks' non-perf orming loans increased (it was 10.2% at the end of 2020, but it was higher in some banks). This is bad f or the f inancial health of general banks. Moreover, due to the adjustment of the exchange rate, banks have experienced negative ef f ects especia lly f or their solvency. In addition, many banks have taken government treasury bonds, while the government's credit Page | 144 rating has now reached a very low level. A number of measures will have to be taken to give the banking system a positive impulse, but also to streamline banking and thereby improve the business climate. Strategic Action Items

1. Faster mutual payment transactions between banks and with the Central Bank, thus avoiding stagnation in transf ers – and all associated f rustrations.

2. Recapitalization of the Central Bank of Suriname.

3. Strengthening of commercial banks, through recapitalization and ref orm, af ter an analysis conducted by a third party, and af ter the adoption of a Bank Resolution Act (which also def ines the mandate of the CBvS), and improving the Bank and Credit Supervision Act.

4. The CBvS will establish an operating permanent f acility to provide liquidity to banks f acing a temporary shortf all. Banks will have unrestricted access to the f acility, but the CBvS will closely monitor - and, if necessary, initiate supervisory measures f or - any bank that is a recurring and large user of the permanent f acility. The price of the f acility is calculated based on the weighted average price of open market transactions plus a modest surcharge (to encourage banks to tap into interbank f unding markets rather than rely on the permanent f acility). Any liquidity injection through the standing f acility will be covered by the issuance of CBvS certif icates of deposit to ensure that the growth in t he base money supply is consistent with the established CBvS targets in this regard.

5. Strengthen independent position Central Bank of Suriname, whereby there is transf er of all powers f rom the Foreign Exchange Commission to the Central Bank of Suriname.

6. Strengthen cooperation between monetary authorities with respect f or each other's competences . Page | 145 High impact 6 1 3 2 Difficult to 5 4 Easy to realize realize Low impact Page | 146 A6.25 A6.27 Ruimtelijke Spatial Planning Ordening A6.27.1 Issues Within the policy area of spatial planning, ef f orts must be made to plan and use the living space in such a way as to guarantee optimal use. Public areas such as gardens, squares, school grounds, open air museums, selected roadsides, playgrounds and plots of land on which state buildings stand, belong for the most part to the f ree domain. Due to the lack of or inadequate registration of these public lands (intended f or public af f airs) in accordance with the regulations of the GLIS12 Law, these lands can be legally issued by the Ministry in charge of issuing public domain land s. This omission in plot registration contributes to disorder in the use of the physical space in the country, which does not ref lect good spatial planning. For example, the photograph in Figure A6.27.1 shows that structures have been placed on the roadside designated as a maintenance strip. Furthermore, the lack of relevant data also creates a challenge within the planning of spatial use (f or living, working, recreation, production, moving f rom one place to another, etc.) and thus planning f or spatial planning in Suriname, especially when it comes to transportation or transport planning. Because of transportation, employment, climate change and poor drainage systems, decentralizing of urbanization is necessary (see A6.27, B3 and Appendix E). This should be done according to an established pattern, taking into account the natural environment such as wind direction f or minimal nuisance of the dif ferent land uses 12 Grondregistratie en Land Informatie Systeem Page | 147 on each other. However, the most important condition is the presence of suf f icient socio -economically acceptable employment. Figure A6.27.1: Structures on the verge (inside yellow ellipse) In Suriname, waterways (rivers, canals, etc.) could be better utilized and the enjoyment of lif e among the population should be increased through, among other things, the possibility of saf e participation in traffic and access to sports and recreational f acilities. For transport of persons (with bicycles) over water, internationally use is made of , among other things, water cabs and water buses, in addition to f erries. This transport by water of ten of fers the possibility of signif icantly reducing the travel time f rom one place to another. The Saramacca Canal could be better utilized f or both goods and passenger transport, but also f or recreational purposes or tourism. By using the Saramacca Canal f or passenger transport, a number of roads can be relieved and traf f ic congestion can be signif icantly reduced. The necessary connection with public transport (on land) at mooring locations along the canal must be arranged. This can be addressed with a national road plan. Figure A6.27.2 shows possible mooring locations along the Saramacca Canal: the green circles are possible mooring locations f or (f erry) boats along the Saramacca Canal. From lef t to right they are: the area where the Kasabaholokreek f lows into the Saramacca Canal, the community Half Flora and the community Saron. Page | 148 Figure A6.27.2: Possible mooring locations for ferries A27.2 Housing There has been a decline in the living environment -and quality in large parts of the city and county, which can be seen in: • decrease in housing stock vs increase in number of households • increase in dilapidation and vacant properties • undeveloped plots in the inner city There is a structural shortage of adequate and af f ordable housing, due to reduced housing construction activities by both the government and the private sector. This situation is f urther exacerbated because of declining real incomes and huge increases in land prices, construction costs -and rents. In the districts and the interior, f acilities in the areas of education, health, transport, electricity and water are l ess available or accessible compared to the city. As a result, there is increasing urbanization. People tend to settle in and around the city, f or young people there are more opportunities in the city in terms of education, employment and recreation. The construction price index f igures f or 2015-2020 show a signif icant increase in the price of construction materials f rom 2019 onwards, which will be ref lected in higher construction costs. Figures f rom the Central Bank (CBvS) show that the total outstanding credit of Surinamese banks have increased f rom SRD 3.1 billion in 2010 to SRD 13.7 billion in 2020. However, the relative share of loans f or housing has decreased f rom 17% in 2010 to 11% in 2020. Page | 149 Graphs A6.27.1 and A6.27.2 Percentage of housing solutions realized per housing program 2010-2020 100% 87.16% % of housing solutions realized per housing 90% Projected shortage of residential 80% accommodation 2009-2024 70% 60% 6000 50% Projected shortage of residential 40% 5000 30% 4000 20% 6% 5.73% 10% 0.26% 0.29% 3000 program 2010-2020 0% Low Income 7% rente LMISP LISP C&A Woningbouw 2000 accommodation 1000 0 2009 2014 2019 2024 Housing program Year ; Graph A6.27.3 Page | 150 Graph A6.27.4 (Bron GBS) ; A27.2 SWOT Strenghts Weaknesses a) Available legislation for land use planning (Planning Act 1973, h) High population concentration in and near the capital Urban Planning Act 1972, etc.). Paramaribo / low rural population dispersion (b) Many studies conducted on land use planning i) Improper use of public lands c) There is a (draft) housing plan j) Unsafe traffic d) There is existing legislation to deal with estate issues k) High traffic congestion e) Financing model for low income and middle income groups in l) Missing or inadequate transportation data place m) Insufficient land use data f) Availability of and access to locally produced building materials n) Lack of coordination among the various ministries active in the (wood, gravel, sand, sharp sand and stones) field of housing g) Various organizations (NGOs and CBOs, financing o) Housing is not affordable for certain groups (low and middle institutions, construction companies) are working in the field of income groups). No transparent policy affordable housing p) Difficult access for people with disabilities and seniors q) Limited availability of specialist expertise in innovative, new technology applications and prefabricated housing r) Low construction capacity, leading to low housing production s) Underutilization in certain funding modalities t) t) Implementation of a national road plan z) u) Flooding Translateduring with extreme rainfall events www.DeepL.com/Translator (free version) u) Increased utilization of waterways aa) Unpredictable risks due to climate change v) Rural dispersed housing sites/projects with mixed housing: bb) Potential financing issues, such as rising construction costs, better living and housing enjoyment land rents. w) Application of new technologies, innovations in (prefab) cc) Growing income inequality house construction lead to increase and improvement of housing production x) There is room for positive public-private partnerships and financing opportunities. y) Availability of space, offers sufficient opportunity for a functional design of that space z) aa) Translated with www.DeepL.com/Translator (free version) Page | 151 Opportunities Threats High impact y t r h x aa bb o v n s bb i u z cc Low High k j risk risk m p l q w Low impact Strategic Action Items (See also A6.3)

1. Adequate implementation of existing legislation, including Planning Act, Urban Planning Act, Agricultural Act, Nature Conservation Act, Nuisance Act and Building Act. Introduce sanctions for violation of these laws.

2. Database of spatial and environmental inf ormation: demographics, utilities, education, labor market, medical f acilities, wet and dry inf rastructure, transportation, climate, soil, air, water, biodiversity, etc. by district and/or resort f or planning purposes (important method is remote sensing).

3. Composition of the Spatial Planning Act, the f ramework f or the physical planning of Surinamese territory. This contributes to socioeconomic development (at district and resort level), increase the competitiveness of the economy, ensures a more ef f icient and ef f ective use of the territory, and increases the quality of lif e. Consideration should be given to pedestrian-f riendly traf f ic, bicycle lanes and alternative routes f or slow traf f ic, optimal access to public spaces and buildings, neighborhood and nature parks in residential areas f or young and old, recreational spaces in village communities f or young and old, greenery with trees and plants in urban areas f or cooling, and sports and recreational activities in city and district. Page | 152

4. Increase resilience to f looding by constructing basins in low-lying areas to collect rainwater to prevent or minimize f looding, and by regularly maintaining waterways (canals, ditches, etc.) to prevent siltation.

5. Deployment through PPPs of water cabs and water buses f or passenger transport / optimal utilization of Suriname's waterways f or transportation of people and goods; for example, across the Suriname River (particularly f or f reight traf f ic).

6. Listing and registration of public lands. List of Ministry of Public Works with parks and squares (rural) is available. Subsequently: listing, provide lands or areas with parcel identif ication number and register in public registers with appropriate restrictions. However, registration does not (at present) mean that such lands cannot be entrusted to management bodies .

7. Maintenance of public lands in PPP context.

8. Continuation and expansion of successf ul programs, especially 7% f inancing and LISP .

9. Adoption of the Apartment Rights Act, which will stimulate the supply of apartments, making housing accessible especially f or young people (and the elderly). This assumption is that this will serve as a catalyst f or entrepreneurship, production, employment and housing (in other words, local investment and attracting FDI), and allo w Suriname to be in line with international developments in this area.

10. Supporting Foundation f or Labor Mobilization and Development (SAO) and Foundation for Productive Work Units (SPWE) to implement training and education program f or the benef it of the construction industry. This will lead to improvement in speed and accuracy of routine operations and increase ef f iciency in housing construction.

11. Start housing projects in a PPP context (with landowners, building and construction companies, and inf rastructure companies, among others) on a small scale (dozens of houses per year) and then expand af ter evaluation (housing projects that have already been prepared must be tested for f easibility, so that investments already made are not lost). Expansion could include decentralization of the housing program, thus allowing f or the construction of social housing in the various districts.

12. Draf t legislation/regulation regarding housing is already in place which, among other things, allows the establishment of a Housing Authority.The Housing Fund is intended to make f unds available f or the benef it of (social) housing activities through housing corporations. This law must be adopted and promulgated. Page | 153 High impact 4 1 9 8 5 3 11 12 Difficult to Easy to 2 achieve achieve 10 6 7 Low impact Page | 154 A6. 26Bevolkingsbeleid A6.28 Population Policy A .2 .2 Set up and run compulsory civic course for migrants who do not speak the Dutch A .2 . Shortening language procedures for highly skilled migrants who are employable in various production sectors and in higher education A .2 . Increasing rates for work permits A .2 . Introduce mechanism citizenship by investment A6.28.1 Current trends Graphs A6.28.1 and A6.28.2 (Source: GBS, CBB, Adaptation: SPS) In 2019, the total population increased by 8.7% compared to 2012, an annual increase of around 1.24%. This ref ers to the population with Surinamese nationality according to the registrations at CBB. According Page | 155 to the estimates of the Statistical Of f ice, the increase in the mid-year population during the same period is 10.4%, or an annual increase of 1.48%. Migratian There is almost no movement in the birth and death rates. The natural increase in the years 2017-2019 is almost stationary at about 6,000 persons, while the birth rate is about 10,000 over the same period. It can theref ore be concluded that the growth of the population is mainly supported by migration developments. In the period 2012-2019, there is a strong increase in migrants, immigration f igures increased by approximately 18% in 2019 compared to 2012, namely f rom 4,284 in 2012 to 5,054 in 2019 and emigration f igures also increased by approximately 32%. These f igures are estimates f rom the GBS based on the inf ormation obtained f rom the Dutch statistics, because the f igures f rom CBB are incomplete due to not having the emigrants de-registered. Regarding migration policy, it is necessary to take measures regarding the immigration f low of people with low education. It should be prevented that these people want to settle permanently in the country. Policymakers should rather make it more attractive f or higher educated people to share their knowledge and experience with the Surinamese people. Statistics in the area of f oreigners should be improved, it is still not known how many illegals live and work in the country . Ageing With the help of UNFPA, the Ministry of Home Af f airs had the report National Population Policy prepared f or the period 2021-2040. This report includes UN population projections through 2050, and f or three age groups by gender, the projections show that by 2050, the number of persons in the 0-14 age group will decrease by 12.6% compared to 2020. The category in the 15-59 age group increases by 11.9% compared to 2020, an increase of about 43,766 persons. This group belongs to the labor f orce of which a part will belong to the economically active group. In Suriname the age category 15-64 is used f or the labor f orce. The category 60 plus rises even f aster, by 123.4% compared to 2020, an increase of approximately 73,495 senior citizens. It theref ore appears that the increase in the working population is much smaller than the increase in the group of elderly people. Suriname will theref ore have to deal with aging of the population. Figure D shows the percentage in distribution of the three age groups in 2020 and 2050. According to the UN's middle variant, the total population will have grown by about 14% by 2050, which is still below the level of 700,000 people. Page | 156 Graphs A6.28.3 Population by age group 2020, 2040 and 2050 0-14 15-59 60+ Population by age group 500000 400000 300000 200000 100000 0 2020 2040 2050 Labor market development With respect to the labor market, the statistics mainly relate to the urban areas (Paramaribo and Wanica), theref ore an attempt was made to make a preliminary estimate f or 2025 and 2050 f or these districts based on the low variant statistics of the GBS f or population by age group and by area. The population of the urban area will increase by 8.7% in 2025 compared to 2019 and 22.6% in 2050 compared to 2025. The historical f igures show that on average 42.5% of the urban population belongs to the economically active group (15-64 years), so with this data an estimate was made of the economically active people. This group consists of those who are employed and those who are unemployed, whereby the unemployed have a share of approximately 89.5%. In 2025 at least 12,328 jobs will have to be f illed compared to 2019 and in 2050 at least 38,489 jobs compared to 2025. The employment situation in Suriname is a result of the employment structure (SER Advice on Employment 2020); sectors, which make the largest contribution to f oreign exchange earnings and GDP, make a very small contribution to employment. A primary development and employment challenge is the underutilization of labor, including open unemployment of women, people f rom the interior and drop outs. People skilled at management level leave the country, due to lack of suitable jobs and the (deteriorated) socio -economic conditions. An increasing group of illegal immigrants such as. Guyanese, Haitians, Brazilians, and suchlike enter the country and usually f ind work in the inf ormal sector. Unemployment rose by 6.4% in 2019, compared to an average increase in the region of 0.5% in 2019 and 1.1 percentage points in 2020. Page | 157 Graph A6.28.4 The graph below clearly shows the movement of the labor f orce by education level in 2010 compared to 2018. Graph A6.28.5 (Source: GBS, Adaptation SPS) Gender policy The principle of equality between men and women is laid down in article 8 of the Constitution of the Republic of Suriname: No one shall be discriminated against on the basis of their birth, sex, race, language, religion, Page | 158 origin, education, political opinio n, economic position or social circumstances or any other status. In addition, article 35 of the Constitution also states that men and women are equal bef ore the law. Gender equality plays a role in all goals, but SDG 5 (Achieve gender equality and empowerment f or all women and girls) f ocuses specif ically on gender. The main goal of this SDG target is to achieve gender equality and the empowerment of all women and girls. According to the Global Gender Gap Index, Suriname scores well in the areas of educatio n (gender parity 0.991) and health (gender parity 0.973), but in the area of economic participation and opportunities we still have much to do (gender parity 0.638). In the area of political empowerment, we score poorly (gender parity 0.177). Gender parity is the ratio of the number of women to men f or a given indicator. If the GPI is equal to 1, it means f ull gender parity, i.e., equal number of women and men. A GPI less than 1 ref lects the presence of more men; a value greater than 1 ref lects the presence of more women. The Gender Policy Document 2021-2035, f rom the Ministry of Home Af f airs, which sets gender policy for a longer term, f ocuses on a number of priority areas f or the period 2021 - 2035: • Labor, income and poverty reduction • Education, upbringing and training • Health care • Power and decision-making • Gender-based violence • Legislation and regulation • Environment and climate change Strategic Action Items (Action items related to employment are addressed in the previous policy areas )

1. With the of f shore oil discoveries, an inf lux of foreign expats is expected; to prevent all employment in this sector f rom being f illed by foreign workers, but also f or the state treasury to benef it f rom this, it is advisable to substantially increase the f ees f or work permits. A new application as well as an extension f or a business visa costs 320 euros in the Netherlands. A business visa to Guyana costs 140 USD, and a business visa to Suriname costs 74 euros (f or longer than 30 days 374 euros)

2. (When applying f or a work permit,) making an integration course mandatory f or f oreigners who are not prof icient in the Dutch language and do not have basic knowledge of Surinamese society .

3. Shorter procedures (including f or work permits) f or highly skilled migrants who are employable in various manuf acturing sectors and in higher education. Page | 159

4. Conceive and implement a mechanism f or the so -called "citizenship by investment” in the Surinamese system. This model involves the phenomenon whereby an individual can acquire Surinamese citizenship by making a specif ic investment in Suriname. The investment must meet at least a number of predef ined conditions, such as amount of inves tment, sector of investment, technology imported, etc. High impact 4 1 3 2 Difficult to Easy to achieve achieve Low impact Page | 160 A7. Financing Financiering With respect to the strategic action items identif ied so f ar, there should be an idea of what it will cost the government to implement the Development Plan 2022-2026. For this purpose, the available budget of the ministries has been examined. In addition, the borrowing ability created on an annual basis as a result of debt repayments by the government was also considered: this borrowing ability is roughly $150-200 million on an annual basis. Moreover, these strategic action items must also be made clearly visible within the f ramework of the identif ied standards and Sustainable Development Goals. Also, each of the strategic action items must be linked to a budget code; this successively indicates the source of funding, which organization is (ultimately) responsible f or the implementation, within which program this action item f its, the nature of the spending, and in / at / f or which geographical location this project will be implemented. The budget code is thus the link between the Development Plan and the f inal budget. In Appendix B, all strategic action items are tabulated: each strategic action item has a unique number (e.g. A6.12.3), which is a composite of the sub -chapter number (e.g. A6.12) and the number of the action item in the overview in that sub-section (e.g. the third strategic action item: 3). Each strategic action item is f ollowed by: • The responsible organization / ministry; • Duration: a f orecast of the start and end of the project; • The budgeted / estimated amount of money involved in this strategic action item, as well as the source of f unding; • The respective numbers of the outcomes and associated indicators, listed in Appendix A, that apply; • The standards to which this strategic action item contributes, and; • The budget code containing the 5 previously mentioned elements (which must theref ore be in l ine with the above points). Apart f rom the sources of f unding indicated in Appendix B, the government - particularly the ministries BIBIS and F&P - should tap into relationships and collaborations with strategic partners, new sources of f unding (e.g., the Islamic Development Bank), etc., to bring in more investments, grants, loans (on more advantageous terms), etc. The table below gives an overview of the expected expenditures per currency in the context of the strategic action items included in this Development Plan: expected expenditures over the 5 years are estimated at Page | 161 less than US$ 1.3 billion, on average slightly more than US$ 250 million per year. This is a conservative approach whereby estimates are given a wide range in the absence of exact f igures . Table A7.1: Budgeted Development Plan expenditures over the period 2022-2026 by currency type (x1000) 1900569 SRD 2022 98562 USD 4901019 SRD 2023 154949 USD 139310 SRD 2024 221455 USD 65241 SRD 2025 292968 USD 9033 SRD 2026 176990 USD The loans contained in the Development Plan is, on average, within the additional borrowing ability that will be available on an annual basis in the coming years, and government spending is well below the average annual government investment (about US$180 million). On average, this Development Plan amounts to 2.6 strategic action items per ministry per year - implementation capacity also shows the f easibility of implementing this Development Plan. The graph below outlines the source of the budgeted f inancial resources. Graph A7.1 ; Page | 162 In the graph below, projected expenditures are totaled in US$ per year and shown with the modeled projection f or GNP and investment growth. It should be indicated here that not all strategic action items were included in the modeling. Thus, with smooth implementation, the growth rates may even be higher. Graph A7.2 Trend in expenditures and growth over the period of the Development Plan 2022- 2026 1400000 12.0% 1200000 10.0% Expenditures (x1000 USD) Investments 9.7% 1000000 8.0% 7.0% 800000 6.0% Growth 600000 GDP 4.0% 4.0% 400000 200000 1.5% 2.0% 0 0.0% 2022 2023 2024 2025 2026 Page | 163 A.8 A8. Monitoring Monitoring enand Evaluatie Evaluation Introduction The implementation of the Development Plan 2022-2026 is done through the National Annual Plans. Annually, the National Annual Plan is presented to the National Assembly f or approval together with the State Budget; the intention is to merge the Annual Plan and the Financial Memorandum into one document f or the f iscal year 2022. The Ministerial Annual Plans serve as input f or the National Annual Plan. Through the Ministerial Annual Plans the approved National Development Plan is made operational and includes the development policies and projects of the ministries. The implementation of the development plan shall be managed by achieving results according to the Results Based Management approach to achieve the development goals and outcomes established in this p lan. The MPU elaborates the ministry's policies into programs and projects and def ines them in project documents, monitors implementation and evaluates (The Planning Of f ice will play an active role in supporting the ministries in all these phases). With regard to the choice of indicators f or monitoring and evaluation, it will make proposals in consultation with policy departments. Periodically, it will prepare and of f er standard monitoring and evaluation reports to the ministry director(s) and minister on the Ministry's projects and programs. A similar structure will be established at the district level, with a Regional Planning Unit to provide planning technical assistance to the district administration and regional planning bodies in the identif ication, f ormulation, implementation, monitoring and evaluation of their programs and projects. It is planned f or the Planning Of f ice to begin with this in 2022. The Planning Of f ice will use the progress and evaluation reports by ministry and district to provide n ational monitoring and evaluation reports to the Minister of Finance and Planning, who will then in turn f orward them to the Vice President f or the Council of Ministers, the President and ultimately DNA . Setting up Digital Plan Information System To this end, the Planning Of f ice has been working f or some time on the establishment of a project database. Such a database would include all government development projects, and be def ined by content, responsible ministry, perf ormance indicator, completio n date, responsible project manager, etc. Overviews can be shown with the project status (depending on the value at that moment of the perf ormance indicator versus the desired value), and the status of all projects by ministry, by policy area and by Sustai nable Development Goal. The intention is to have all Development Plan projects included in this database. In order f or the database to f unction properly, a complete training plan was prepared by the Planning Of f ice. This training plan consists of both theory (e.g., details on perf ormance indicators) and practice (working with and entering data into the database), and all planning units f rom all ministries have been trained in this Page | 164 context; a special Monitoring and Evaluation Department has been set up at the Planning Of f ice f or this purpose. Figure A8.1: Screenshot of the project database Control of Financial Resource Allocation In order to be able to better guarantee that the projects included in the Development Plan 2022 -2026 are carried out, they are already linked in the plan to budget codes that are used when drawing up the budget. To ensure that all projects are correctly recorded in the database, a checking mechanism has been built in. When a line ministry submits a request f or project f unding to the Ministry of Finance (f rom which all payments are now made), the Ministry f irst checks the Planning Of f ice’s project database (to which they also have access) to see if the project has been recorded correctly. Af ter this, the f unds are transf erred and this transaction also appears with the project in the database. With this, a self -sustaining system f or project Page | 165 administration, monitoring and evaluation at and f or the Surinamese government has been established. This of f ers good prospects f or improved management and transparency, and the actual implementation of plans. This includes this Development Plan 2022-2026, but also any other f uture plans and / or projects.The procedure dif f ers f rom the source of f unding (own budget or donor f unds and grants), and is indicated below. Another f orm of monitoring takes place within the Planning Of f ice; this involves monitoring indicators that can give an indication of the direction in which the present scenario is developing (see the section on scenarios); through robustness analysis, the strategies in this development plan can be adjusted, for example, in the event of a change in the global climate. Figure A8.2: Changed processes for the transfer of project funds - 1 Tax funds / own budget 4 Authorization START 1 2 3 Prepare Project request / request Approved Approval? Y transfer of funds to Ministerial Budget Plan + Project line ministry by Budget ministry of Finance MPU registers the X project in questionin the Thesaurie/Inspection National Database for matches draft budget Development Projects w ith SPS database, 5 (NDOP) and checks w hether Preparation by the project is indeed TI and included in the 6 authorization? NDOP Upload authorization in Y system in IFMIS system 7 Visible for BFZ 8 Indicate amount of Stop Order Form/ Receipt 9 10 Prepare Order 11 Issue Order Form/ Form / Receipt Payment Receipt Page | 166 Figure A8.3: Changed processes for the transfer of project funds - 2 Projects / Donors / Grants / Loans Ministry/organization/ Ministry (MPU) registers PIU makes a request the project for w hich to Dir. Ontw . Fin. funds are requested in the Nationale Database Open a project The Directorate of Development Projects account Planning and (NDOP) of the Planning Development Office funding checks w hether the Transfer/Payment w ith project has been all supporting included in the documents NDOP The Ministry of Finance The Directorate of requests the CBvS to Planning and Checks the documents and open a project account Development Funding prepares a transfer request under 1 of the General takes this request into Project Accounts consideration Transfer request is 7 workdays sent to the CBvS CBvS transfers the funds to the account of the beneficiary CBvS sends a statement Ministries/ PIU’s collect the of the transaction to the statement fromFinance, Stop Ministry of Finance w here a copy is also kept District and resort plans In view of decentralization of governance, SPS intends to translate the 2022-2026 Development Plan into district and resort plans. In 2022, SPS will strengthen and expand its Monitoring and Evaluation Department to help with planning, monitoring and evaluation at the district level, in order to concretize the 2022-2026 Development Plan into district plans, along with input f rom the local population. The f ollowing year, this same process will be taken up at the resort level, using the 2022-2026 Development Plan and the district plans as input f or the creation of resort plans. Page | 167 A9. A10.Communication De Weg naar het Ontwikkelingsplan 2027-2031 Communication is essential, because people want to know what direction the government is taking with the country, what measures will be taken to that end, and what the direct impact of this will be f or people. In addition, there are so-called "wicked problems"; no matter what solution is put f orward, there will be interests that may come into play. Again, it is important to know what the long -term view is and why, theref ore, these measures must be taken f or the greater good . With the approval of the Development Plan 2022-2026 in The National Assembly, there is a need f rom the Government to present this plan (in particular, the building blocks f or a long -term vision, the inclusion of the SDGs, some important measures, and some results) to the general public. Af ter this, other marketing tools will also be used, such as: • An attractive and user-f riendly website that includes a so -called "video book", an overview of the table of contents of or the policy areas in the Development Plan where, with a click on a part icular section, you can see a short video about that particular section; • Short spots on various television and radio channels; • Social media, such as Facebook, LinkedIn, Twitter, and Instagram, and; • Presentations on various f orums. Graphical images, visualization tools (such as animated f ilms) will be used as much as possible to make the message clear quickly. Given the composition of the Surinamese population, it is f ruitf ul to convert certain parts of the inf ormation into dif ferent languages. This is usef ul, f or example, f or the video book on the website, the spots on radio and television, etc. The Ministry of Finance and Planning has an experienced and well-equipped department that can bring about the things mentioned above, and indeed has already carried out them as part of the 2020-2022 Recovery Plan (lessons are also learned f rom these exercises ). Page | 168 A10. The A10. De Road Weg naarto the het Development Plan Ontwikkelingsplan 2027-2031 2027-2031 From the "Monitoring and Evaluation" section, it is clear that in the conception of this document, not only the planning aspect of the Development Plan was considered, but also the implementation to achieve as much success as possible. This system of the Planning Of f ice, the Minis terial Plan Units, Results-Based Management, the National Database f or Development Projects, the linking of the projects to the budget codes and the adaptation of the processes at the Ministry of Finance and Planning, should ensure that the projects - and theref ore the f ulf illment of the ministries, policy areas and Sustainable Development Goals - are implemented as much as possible in coherence in order to actually f ulf ill this document. It should be noted, of course, that continuous evaluation may f orce t o adjust elements of this document, such as the priorities; to this end, scenarios have been used in this Development Plan, and in the event of a change in the international landscape, this plan is theref ore f lexible enough to make these adjustments quickl y and in a targeted manner. Completing this document is a f irst step towards the envisioned vision f or Suriname in 2050. An urgent appeal is hereby made to the Government of the Republic of Suriname to allow the building blocks f or a Surinamese vision 2050 contained in this document to f ind broad support and to continuously communicate about this with broad layers of society. The next Development Plan - 2027-2031 - will have to be the next step on the way to that vision 2050 (although here it is also strong ly recommended that the next Development Plan cover 4 years - instead of 5 - so that the time span corresponds to the period of government). In this document a lot of time has been spent on elaborating the f undamentals of planning: building blocks f or a long-term vision, norms and values, inclusion of the SDGs, plan of action, prioritization, policy areas that are independent of political pref erences and that ref lect Surinamese reality, explorations in the areas related to the environment, spatial planning and demographics, and scenarios. In addition, this Development Plan 2022-2026 is "supported and weighed": choices are suf f iciently argued based on f igures, precedents, and research, but the opinions, concerns, and insights of a wide range of national and international experts, interest groups, government agencies, and citizens have been considered and included where possible. The Government would theref ore do well to consider how other civil society organizations, businesses, etc. can contribute to this Dev elopment Plan 2022-2026. It is theref ore strongly recommended that the next Development Plan 2027-2031 be conceived in the same way, and - af ter evaluation of the policy outcome f or 2022-2026 and the assumptions to which this Development Plan is subject - as f ar as possible use the same methodology (which is completely established at the Planning Of f ice), monitoring and evaluation structures, and long -term goals and outcomes. This will be evidence of inf ormed, weighted and sustained long -term pursuit of strategy and policy, exactly what is needed to meet Suriname's long -term challenges and capitalize on the opportunities. Consistency of weighted and supported policies within the system of norms and values will bring the country to a just and prosperous society. Page | 169 Figrer A10.1: Development plans as deliberate steps into the future Page | 170 SECTION B: Analyses and Backgrounds Page | 43 B1. Background The Planning Of f ice was established on July 30, 1951, with the purpose of f ormulating, coordinating, monitoring and adjusting development plans that would lead to the promotion of spiritual and material prosperity in Suriname. In practice, however, the of f ice was mainly charged with the management of the projects that were to be f inanced by the f ormer motherland in that year of government. On June 13, 1973, the Plan Ordinance was passed; the Plan Act was a f act. It stipulated, among other things, that the Suriname Planning Foundation should provide support to the various ministries charged with national and regional planning, or a national development program. This planning must be in accordance with the Urban Planning Act (GB 1972 No. 96) which was passed the year bef ore. A national development program must be drawn up in such a way that it gives a picture of the economic, socio-cultural and spatial development of Suriname to be pursued in the longer term, and of the measures to promote it. Central to this are (f rom the 1973 Planning Act): • Socioeconomically acceptable job creation that f ulf ills aspirations and which can develop talents • The national income per capita will be increased as much as possible with due regard f or an optimal distribution of wealth • The natural opportunities and resources of the Surinamese territory, retaining as much as possible of their sustainable character, within an adequate socio -economic regulation, to be at the service of society • Creating the best possible balance between the available space and the development to be promoted thereon • Creating spatial conditions f or the preservation of a healthy living environment • Clear representation of development, residential and special management areas. According to the Planning Act, the Planning Of f ice is charged with preparing, among other things, national and regional development programs and related multi-annual plans. The preparation includes the description of the area concerned (development, residential, and special management area), including the production of maps. The Suriname Planning Of f ice Foundation is part of the Suriname Planning System; this system took shape as of 2015 and is the f unctional and interactive whole of institutes and organizations, which f ulf ills a political-administrative and/or planning-technical role in the planning process and makes a specif ic contribution to the planning cycle with regard to plans, programs and projects (plan preparation, approval, implementation, monitoring and evaluation). By resolution of 6 August 2018 no. 8537/18, the intended establishment of Plan Units at each Ministry (Of f icial Gazette 2018, no. 79) was determined. These are staf f units in the Ministries that do not f all Page | 172 hierarchically into the line structure of the Ministry. The Plan Unit within a Ministry is a operational unit of the Minister and the Department Director and is responsible f or providing technical services to all policy departments and/or parastatal institutions in terms of the entire project cycle. The unit f acilitates and assists in the f ormulation and design of policy programs, and is charged with periodic monitoring and evaluation. The Ministerial Plan Unit (MPU) is theref ore in close contact with the Planning Of f ice with regard to the implementation of annual plans and development plans and the monitoring of indicators . Figure B1.1: The Planning Structure Page | 173 Figure B1.2: Process to arrive at the Development Plan 2022-2026 Page | 174 B2. Developments: Learning Moments Analysing previous development plans can provide usef ul pointers f or the 2022-2026 Development Plan to be draf ted; look at which issues are usef ul to adopt and what lessons can be learned, in order to present a better plan. This will not mean looking at all kinds of details, but take into consideration the general approach and layout. In addition, it should be taken into account that each development plan is a product of the prevailing zeitgeist at that time; a changing world and progressive insight ensure that each successive plan may dif f er f rom the previous one in terms of approach, priorities, orientation, etc . The most noteworthy points are listed below: • The plans were of ten initiated "top -down" with mainly the insights of the dif f erent parts of government having their contribution to make; • Some development plans were a collection of projects f rom dif f erent ministries - sometimes pref erably f rom a minister in charge at the time - that were not always coordinated with each other (each ministry had its own view of things and f ormulated plans almost independently of other ministries); • Prominent projects were included, which - although ambitious - were unrealistic to be carried out within the specif ied time f rame and budget; • There is a lack of data, inf ormation, precedents, etc. to justif y certain choices; • Policy areas are chosen based on the composition of ministries chosen at the time; certain policy areas are given less attention as a result, although they are present in society. The development plan thus developed is theref ore primarily policy supportive, but not necessarily policy relevant, in the sense that it responds to threats and opportunities that may arise; • The development plan is prepared f or a period of 5 years but should take into account the expected and desired developments in the longer term (this in accordance with the Planning Act) – and should thus have a well-f ormulated vision; the Development Plan 2017-2021 started to explicitly take this into account. This longer term is important because it is already clear that certain things will happen in the coming decades (such as climate change, migration, technological development, etc.) f or which planning must be done now; • Demographics, spatial planning and the environment are the starting point f or any f orm of national planning - this is also explicitly included in the Planning Act - but not every development plan actually complied with this; • Development plans were sometimes very complex: lots of text with all kinds of extensive macroeconomic analyses, many statistics of all policy areas, all kinds of projects, with possibly extensive analyses. This made the end result dif ficult to read and understand, and theref ore it was of ten no longer used as a guideline f or the policies to be implemented; • Most of the old development plans placed a f ocus on the use of natural resources. The "top -down" approach with a derivation of the policy areas of the ministry conf iguration at the tim e contributed Page | 175 to this. This resulted in the development plans having a particular f ocus on mining and agriculture, leaving other sectors, such as Inf ormation and Communication Technology (ICT), tourism, process and manuf acturing industries, barely addressed. This, while traditional agriculture and mining do not generate suf f icient socio-economic employment and value addition. Based on the obvious aspects listed above, the f ollowing aspects are considered f or the 2022-2026 Development Plan: • The plan must provide a view of the opportunities and threats in the longer term and elaborate concrete steps in this context f or the next f ive years, with developments in the f ield of environment, spatial planning and demographics as the starting point; • These concrete steps must be well supported and achievable: policy relevance is theref ore central. This involves not only projects with physical manif estations (e.g. buildings, roads and bridges), but (in particular) the application of structures, systems and processes without which the physical manif estations have little chance of being realized, are unsustainable, have counterproductive ef f ects, etc; • To this end, a "bottom-up" approach is also used in addition to the "top -down" approach: a wide range of individuals, experts, civil society organizations, associations, etc. who have af f inity with gender issues, youth, agriculture, ICT, people with disabilities, logistics, etc. are consulted in order to also consider their perspectives and insights f or inclusion in the Development Plan; • Although the Development Plan 2022-2026 must be realistic on the one hand, it also looks beyond these obvious opportunities on the other hand: in addition to traditional mining and agriculture, attention must also be paid to Small and Medium Enterprises (SMEs) in sectors that can create much more employment and value, can use technology, and are more sustainable, so that the Surinamese economy can also be made more robust. Page | 176 B3. Current situation and outlook under unchanged policies B3.1 Introduction The 2020-2022 Recovery Plan comprehensively addresses the current situation in the f ollowing areas : • The economy and the monetary f ield • Imports and exports • Government budget • Debt problems • Governance challenges, and risks related to corruption, money laundering and terrorist f inancing • Covid-19 • Purchasing Power Since the Recovery Plan is an integral part of this 2022-2026 Development Plan, these topics will not be repeated. However, as required by the 1973 Planning Act and in accordance with custom in the development of long-term strategies, the current situation and outlook (under unchanged policies) in terms of demographics, environment and land use planning are discussed in detail. These are successively addressed in the f ollowing sections. B3.2 Demographics By 2050 we are still below 700000 people according to UN estimates (mid variant and the low variant of the GBS). Birth and f ertility rates are f alling and if this trend continues, the population will not have grown above 700,000 by then, except if migration were to increase. These estimates also show that inf ant mortality rates are declining and that crude mortality rates remain stationary. Graph B3.1 shows that the share of the population in the 0-14 age category decreases f rom 26.8 to 20.1 percent, the 15-59 age category also shows a decrease f rom 62.9 percent in 2020 to 60, 3 percent in 2050, while the share of the elderly (60 plus) shows an increase f rom 10.2 to 19.6 percent. This shows that Suriname is also experiencing population aging which is a result of low f ertility rates and improvement in lif e expectancy of the population. Graphs B3.2 and B3.3 show that the 60+ category is growing the f astest. The male population will increase by 108% f rom 28,053 in 2020 to 58,437 in 2050 while the f emale population will increase by approximately 137% f rom 31,467 in 2020 to 74,578 in 2050. Page | 177 Graph B3.1 (Source: Population Policy Report 2021-2040, Adaptation SPS) Graphs B3.2 and B3.3 (Source: Population Policy Report 2021-2040, Adaptation SPS) Percentage distribution of population Percentage distribution of population in 2020 in 2050 0-14 15-59 60+ 0-14 15-59 60+ 10% 20% 20% 27% 63% 60% The f aster increase in the elderly population and a decrease in the share of the economically active group means that the dependency ratio of the elderly population is also increasing (graph B3.4). Women live longer than men and will theref ore in the f uture have greater recourse to the care system such as old age and also health care, and pension f unds, with the necessary f inancial consequences. From the graph, a declining trend in dependency ratios of children (boys as well as girls) is also evident. From 2021 onwards, a clear decrease is seen, due to the low f ertility rate. In graph B3.5 the old age dependency ratio is calculated using the high and low variants of the GBS. In both variants the ratio approaches 25 percent in 2050: per 100 persons between 20 and 64 years old, there are about 25 who are 65 years old and older. Page | 178 Graphs B3.4 and B3.5 (Source: GBS, Population Policy Report 2021-2040, Adaptation SPS) Dependency ratio 65+ for category 20-64 years old High Low 30 25 Dependency rato 65+ 20 15 10 5 0 2012 2015 2018 2021 2024 2027 2030 2033 2036 2039 2042 2045 2048 Population and labor market development Labor market statistics are mainly related to Paramaribo and Wanica, and theref ore an attempt was made to make a preliminary estimate f or 2025 and 2050 f or these districts based on the low variant statistics of the GBS f or population by age group and by area. The population of the urban area will increase by 8.7 percent in 2025 compared to 2019 and 22.6 percent in 2050 compared to 2025. Historical f igures show that on average 42.5 percent of the urban population belongs to the economically active group (15-64 years). With this data, an estimate was made of economically active, unemployed and unemployed people, with the unemployed people having a share of about 89.5 percent. In 2025, a minimum of about 12328 jobs will need to be f illed compared to 2019 and in 2050 a minimum of 38489 jobs compared to 2025 (Graph B3.6). Migration In the period 2012 -2019, there is a strong increase in migrants: immigration f igures increased by about 18% in 2019 compared to 2012, rising f rom 4284 in 2012 to 5054 2019 and emigration f igures also increased by about 32%. These f igures (Graph B3.7) are GBS estimates based on the inf ormation obtained f rom the Dutch statistics, as the CBB f igures are incomplete due to not having the emigrants de-registered. Graph B3.8 shows net domestic migration f or the districts of Paramaribo, Wanica and Nickerie. It shows that throughout the period, many more people lef t Paramaribo and Nickerie, than settled there. In Wanica, on the other hand, there are many people who settled there except in 2018. The districts of Para, Commewijne and Saramacca also show a positive settlement trend. The districts of Marowijne, Page | 179 Brokopondo, and Sipaliwini show a negative trend with Sipalaiwini losing many more residents than the other two districts in the interior. Graphs B3.6 (Source: GBS, Population Policy Report 2021-2040, Adaptation SPS) Population of Paramaribo and Wanica and development of the labour market Population Par'bo and Wanica population of paramaribo and w anica and Economically active Employed Unemployed 600000 500000 400000 development of the labor market 300000 200000 100000 0 2012 2019 2025 2050 Year Graphs B3.7 and B3.8 (Source: GBS, Adaptation SPS) Immigration, Emigration and Migration Net Internal Migration Par'bo, Wanica balance and Nickerie Immigration Emigration Migration balance Paramaribo Wanica Nickerie Immigration, Emigration and Migration Net Internal Migration Par'bo, Wanica 6,000 3000 5,000 2000 4,000 1000 3,000 0 balance 2012 2013 2014 2015 2016 2017 2018 2019 and Nickerie 2,000 -1000 1,000 0 -2000 2012 2013 2014 2015 2016 2017 2018 2019 -3000 Year Page | 180 B3.3 Environment and Climate Climate change A study was conducted on the likely impacts of climate change on key sectors (agriculture, water, f orestry, inf rastructure) in and geographical areas of Suriname based on historical climatic trends. The main expectations f rom this study are as f ollows:

1. For Paramaribo and surrounding areas, weather conditions are expected to become hotter and drier.

2. The number of warm days and nights per year will increase by the end of the century .

3. Precipitation periods will become more intense and rare.

4. Maximum wind speed will increase moderately.

5. The number of rainy days will decrease on the coast, and will not change signif icantly in the interior. Suriname needs to seriously consider the so -called "worst case scenarios" developed by international authoritative institutes regarding sea level rise and its consequences f or developing countries in particular. In order to give an idea of these consequences f or our country if , f or example, all the ice caps were to melt, the f igure below shows. This in itself seems quite ex treme but is a clear indication of the disastrous consequences of sea level rise. Figure B3.1 Sea level rise off the coast of Suriname due to the melting of all the ice caps ( Source: National Geographic) Page | 181 Suriname regularly f aces a series of natural disasters, which regularly damage homes and other buildings. It is generally assumed that extreme weather phenomena will increase in f requency and impact as a result of climate change. This will af f ect the f reshwater, agricultural, f orestry, and ot her sectors. Local anthropogenic influences on the environment The f igures below show respectively the amount of landf illed waste during the period 2010 - 2019, def orestation in recent years, the projected CO2 emissions, and the production of small -scale gold mining, where f or each amount of production an equal amount of mercury enters the environment. The processing of household waste as well as other waste f rom the districts of Pararmaribo, Wanica, Commewijne and Para still takes place at the of ficial landf ill in Ornamibo in the district of Wanica. However, this land f ill does not meet the minimum international standards f or a landf ill. There is also such a landf ill in the Nickerie district f or the processing of waste f rom that district. During the 2010-2020 evaluation period, there were initiatives f rom both the government and private side to establish a f ully responsible landf ill; none of these have been realized. Although Suriname is always mentioned in the row of f ew countries with high f orest cover and relatively low def orestation rates, def orestation rates showed a clear upward trend in the past 20 years. Between the years 2000 and 2018, about 114,571 hectares of f orest were removed, of which about 8,818 hectares were removed in the period 2017-2018. Suriname presented the second FREL (Forest Ref erence Emission Level) report to the United Nations Framework Convention on Climate Change (UNFCC) in the f irst month of 2021 as part of agreements made under the Climate Convention. The f ollowing preliminary conclusions can be drawn f rom the report: 1) carbon emissions f rom the wood sector have systematically increased f rom about 9 million tons of CO2 equivalents in 2011, to more than 14 million tons of CO2 equivalents in 2020; 2) Suriname's historical emissions show that the country has a low rate of both def orestation (annual def orestation rate of 0.02-0.07%) and f orest degradation, resulting in an ef f ective f orest cover of 93% of the land area (SBB, 2020). Page | 182 Graphs B3.9 and B3.10 (Source, GBS) Amount of waste landfilled (m³) Small scale gold production Goldproduction (in kg) Amount of waste landfilled (m³) Gold ore in mln tonnes Mercury use (in kg) Amount of w aste landfilled (m³) 250000 17500 14500 17000 14000 200000 Million Kg 16500 13500 150000 16000 13000 Kg 15500 12500 100000 15000 14500 12000 50000 14000 11500 13500 11000 2015 2016 2017 2018 2019 2020 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Year Year Graph B3.11 (Source, Concept Second Forest Reference Emission Level for Suriname’s REDD+ Programma, January 2021 ) Page | 183 B3.4 Spatial Planning Spatial planning is about the most optimal reciprocal adjustment of space and society, whereby sustainable development is possible. The planned land use (distribution of socio-economic activities) and optimal land use (productive use of the land/soil) are important goals in this respect. Living, working, recreation and transport are theref ore very central to spatial planning . The current pattern of land use shows a strong dispersion and f ragmentation ("urban sprawl"), with almost all socio-economic activities and developments taking place along the primary access roads, arterial roads and waterways. In the absence of adequate urban planning and regulations, almost 70% of the Surinames e population now lives in the urban areas of Paramaribo and Wanica, with a growing need f or housing, employment and services. As a result, a "herringbone pattern" has been created with the f ollowing characteristics:

1. Informal patterns of land use in peri-urban areas, where mainly poor migrants f rom rural and hinterland areas have occupied available land in mainly primary roads, such as the Goede Verwachting, Sunny Point, Rahimal Project and Devisbuiten, in a situation where basic services such as water and electricity are absent, and dependence on public transport is high.

2. Formal patterns of land use that have mostly been initiated by private investors, whereby people f rom the middle and high income classes have settled in order to provide f or their desired livelihood. Due to the poorly organized public transport system, residents have to use their own means of transport. Kwatta area, Leidingen and parts of the Wanica district (the Welgedacht A, B and C road, the Nieuwe Grond, Tout Lui Faut, Nieuw Weergevondenweg, Koewarasan) are visible examples of this. The territory includes occupied or cultivated areas, parceling projects/residential areas, as well as parts that have not been cultivated and lie f allow. In addition, there is also f requent construction along primary arterial roads that is not in accordance with the original land use (ribbon development). About 1.4% of the population lives in slums, inf ormal settlements or inadequate housing.Decentralizing urbanization is thus a necessity. Many businesses along primary and arterial roads (see Appendix E), experience a lot of traffic congestion with relatively high travel times f or relatively short distances (see Append ix E). This again shows the need f or a thorough structural and zoning plan, a Spatial Planning Act and decentralized urbanization. In the absence of these measures, projections show that urban sprawl will continue with a decrease in residential and living enjoyment, and an increase in travel times (and thus an increased carbon f ootprint). A projection is shown in Figure B3.3. Page | 184 Figure B3.2: Historical growth of Paramaribo ) Page | 185 Figure B3.3: Projected unbridled urban expansion under unchanged policies (Source: IDB) Page | 186 B4. Scenarios B4.1 Introduction As a small developing state, Suriname - now more than ever because of globalization and ever-increasing competition - has to keep up with developments at the global level. The f uture of these developments is becoming more and more uncertain (we do not know what is coming), complex (we do not know how dif f erent f actors will inf luence each other), ambiguous (events are open to many interpreations) and volatile (the interconnectedness of the world can easily result in interruptions). For example, we see that pandemics, stranded cargo ships, political disputes, and weather phenomena that could not always have been predicted in advance, suddenly happen, and have a global impact, including in Suriname. Traditional ways of long-term planning based on the extrapolation of historical data no longer seem to work, especially f or small-scale economies like Suriname, which are especially susceptible to these external inf luences. Suriname, f or example, is on the verge of exploiting its offshore oil and gas reserves, which will have an enormous impact on the economy; however, we know f rom experience that the slightest thing can cause the price of oil to suddenly plummet or skyrocket, which will have repercussions f or Suriname. In a time of such sudden developments, it is unrealistic to plan against the background of only 1 representation of the f uture. Whether it is politics, the climate, technological development, etc., dif f erent perspectives are important to better consider the impact of choices we make today. To this end, many countries (including the United States, China, Kenya, the Netherlands, Saudi Arabia) and companies (more than 50% of the Fortune 500 companies) in the world today theref ore use scenarios. Scenarios in this context are plausible and challenging stories, not predictions or variations in growth projections. They do not extrapolate f rom the past to predict what will happen in the f uture, but instead of f er very different stories of what the f uture might look like. At least 2 scenarios are needed to include uncertainties related to the f uture into planning; scenarios have common elements and dif f erences on so -called critical uncertainties. They help prepare f or discontinuities and sudden changes; they help create a common culture or language through which the f uture can be imagined and discussed; and they challenge the paradigms we all have. Scenarios help in understanding complex situations and are a usef ul tool f or collective learning. Some systems - f or example, the operation of ref ineries - are well understood and can be represented by models. But others, especially those involving people, contain so many variables and so little hard data that they can only be appreciated by intuition and are best communicated through pictures and stories. Scenarios can be seen as a linking tool, integrating intuition and quantitative modeling f or our understanding of how a system works. Scenarios are given equal weight in the whole; assigning probabilities to developed scenarios gives a f alse sense of understanding of reality, while the external environment is too complex and dynamic to understand . Page | 187 B4.2 Scenarios as instruments Scenarios are not an end in themselves, but a tool on the way to creating robust strategies, in other words strategies that remain virtually valid regardless of drastically changing circumstances. Scenarios can be used to: • Review strategies, a vision and objectives • Evaluate assumptions • Explain complex issues in simple terms (communication tool) • Identif y strategic priorities • Develop "shadow" strategies f or sudden changes, and work through these in advance, allowing the organization to make a swif t turnaround (instead of taking months or sometimes even years to do this); outlined plans can be made f or each scenario, allowing an organization to respond to sudden events in a better inf ormed way • Identif y movements towards a particular scenario using indicators B4.3 Scenarios in the Development Plan 2022-2026 For Suriname, only a f ew scenarios as described earlier have been developed in the past, most of which were related to specif ic sectors, such as tourism, energy, etc. Only in a f ew cases have scenarios been prepared f or the long term; the most recent exercise is f rom 2020 f or a program f or long term industry, inf rastructure and local content development in Suriname. The scenarios f rom this exercise have been used along with other relevant scenarios f rom Royal Dutch/Shell, MIT scenario working group, Navincerta, Rabobank, etc. to create scenarios f or the Development Plan 2022-2026, which will shape the vision, strategies and action plans contained herein. In the most common scenario planning method uncertain f actors are used as parameters to develop scenarios. Considering the previously mentioned sources, the f ollowing major uncertainties have emerged : • Evolutionary or revolutionary climate change: although there is global consensus that climate change is occurring as a result of human activity, there is uncertainty regarding its f uture course. There is talk of a possible "tipping point," a sudden dramatic worsening or change in climate change with a disastrous impact; when we have reached it is dif f icult to estimate in advance. There is also uncertainty when it comes to the exact impact of climate change on, f or example, the agricultural sector, and its inf luences on f ood security, (geo)political tensions and world trade. Another uncertainty concerns acting on climate change: are the necessary transitions happenin g f ast enough and getting enough attention on various agendas? And can the various transitions (agriculture, energy, industry, transport, etc.) indeed stop the damage that has already been done and the trends that have begun in time? Will climate change oc cur gradually as the transitions Page | 188 unf old over time (evolutionary) or are we looking at a sudden worst case scenario where we simply do not know what is coming our way (revolutionary)? • Acting together or each on his own: it remains to be seen to what extent societies, countries and companies will continue to cooperate. With the recent pandemic, the tension between prosperity, health and saf ety has been put to the test, and questions arise about whether or not to reach out. There are also technological develo pments, such as renewable energy, blockchain and artif icial intelligence, that can overthrow existing power structures. Power and control can then be consolidated elsewhere or, on the contrary, f urther distributed. This can lead to polarization (between countries, societies, communities, etc.) which in turn results in the long road to compromise, break down or promote collectivism, inf luence stability positively or negatively (which in turn triggers the discussion about security). These two uncertainties lead to the f ollowing scenarios as depicted on the next page: • Collective War: Climate change is taking on disastrous proportions with computer models f alling behind each time. Countries, companies, communities, etc. (sometimes with mutual dif ferences) are banding together to help each other with the extremely costly transitions necessary for adaptation and mitigation. Financial and material resources, as well as access to technology are made available. • Lone f ighter: although there is a common threat in the f orm of climate change that is becoming more unpredictable and violent, globally because of mutual dif f erences, conf licts of interest, and short-term thinking, there is a strong lack of concerted ef f ort. There is much destabilization, and each person is lef t to their own devices. • Bus ride: Climate change is continuing its trend and although it will lead to more f looding, sea level rise, temperature increase, etc., it is still predictable to respond through adaptation. Countries, corporations, agencies and communities worldwide are banding together to make adaptation and mitigation happen on a widespread basis. • Lonely journey: the absence of sudden changes in climate notwithstanding, there is a strong trend worldwide whereby each one f ocuses to f ulf ill and secure their own needs f irst due to growing inequality, tension and eruptions in the (geo)political, material, economic and technological sphere . Page | 189 Figure B4.1: 2050 Scenarios for Suriname Page | 190 B5. Robustness Analysis The strategic action items identif ied in A6 per policy area can be tested against the scenarios conceived in B4. This qualitative process is called a robustness analysis and indicates in which scenario(s) strategic action items have a positive ef f ect, negative ef fect or no ef fect. By means of scenarios and their associated indicators, the environment is continuously explored in order to anticipate (sudden) changes in the global environment on a political, climatological, technological, economic, etc. level. The result of the robustness analysis is an overview that indicates how strategies should be adjusted in case of such anticipation. This may seem simple, but there are plenty of cases of companies and countries that needed months or even years to anticipate (sudden) changes, resulting in all sorts of missed opportunities, losses, accidents, etc.. For this Development Plan 2022-2026, the robustness analysis is shown in Appendix D in which for strategic the action items the impact is estimated qualitatively by scenario; the number of crosses indicates the urgency of a strategic action item in a given scenario. These scenarios are not rigid and are adjusted and updated, f or example, f or the Development Plan 2027-2031. The robustness analysis is theref ore perf ormed again. The exercise shows that only 17 of the total 221 identif ied strategic action items are subject to the changes implied by the scenario f ramework. This is somewhat related to the nature of certain sectors (e.g., the "social protection" policy area), but the conclusion can be drawn here in particular that the remaining action items are the (basic) things that simply need to be implemented regardless of what happens. The Monitoring & Evaluation Department at the Planning Of f ice sees to monitoring when it comes to the scenario indicators (see A8), and reports on them - and on the implications f or policy using the robustness analysis - at least once every 2 years. Some of these indicators may include: • Frequency of storms / extreme weather events • Compliance with international agreements (local, regional and beyond) (especially with respect to climate change) • Establishment of smaller regional blocks • Frequency of "trade wars" • (Non-)human trade barriers • Number of climate change-related ref ugees • Achievement of climate change-related • Number of regions with instability agreements • Number of times where the scenario • Likelihood of a climate change "tipping point" parameters make the news The indicators may change as a result of advancing insight and changing scenarios; thus, monitoring and evaluation are a requirement. Page | 191 B6. Transition Management In this Development Plan 2022-2026, a number of strategic directions are chosen that the Government needs to take. However, a number of them - although necessary - imply a major shif t in paradigms, institutions, business models, mechanisms, schemes, behaviors, structures, roles and responsibilities, etc. Such a f undamental change is also called a transition, which af f ects dif ferent actors and groups. This contributes to the complexity and long duration of transitions . Some examples of transitions in this plan include the phasing out of roundwood exports, the initiation of decentralized urbanization, etc. Because of the importance and cross -ministry nature of proposed transitions, it is theref ore imperative that the transition process be managed by a team directly under the Of f ice of the President and above the ministries. Now, presidential committees and working groups are already used, and in themselves constitute the structure ref erred to here, but in the case of transitions, these committees and working groups should still have some clear(er) characteristics. First, the committee/working group should be composed of representatives of various groups that are directly and/or indirectly involved in the transition (and thus even have competing interests), with the leadership having a track record where a results -oriented approach is clearly evident. Second, the work processes must be clearly described, with the dif f erent types of responsibility associated with each of the process steps def ined and assigned to members of the committee / working group (and outside of it where necessary). Third, there should be a compensation scheme as a f unction of team and individual perf ormance. Finally, the committee/workgroup should establish a communication strategy f or the sake of transparency and to regularly inf orm the community regarding the progress of the transition. The communication should be clear to dif f erent audiences, such as the government, ministries and government agencies, social partners, civil society and the people . Page | 192 annexes Page | 193 Annex A: Goals, outcomes, and indicators These appendices provide an overview of goals, outcomes and indicators. Some SDGs can be placed under the standards, so a subdivision has been made below between the standards and the policy areas (both in light blue). To the right of the name of a policy area (e.g., "Government Administration") is the Goal (so in the case of Administration" it is "There is a lean government..."). Under the name of the policy area, the SDGs that apply to this policy area are indicated in italics (with SDG number). Below this are the outcomes (starting with SDG related number), and to the right of this are the indicators (next to this again the respective SDG related number). For each indicator, the current value is indicated (if any) and what the future values should be (over the period 2022-2026, 2030, 2040, and 2050). However, the SDG framework does not have all outcomes and indicators available for all policy areas and for the specific Surinamese situation; where necessary, outcomes and corresponding indicators have been drawn up. These have also been given a unique number, all beginning with the letter X. Indicators Responsible ministry/government agency Mi nis try LV Vic V na Mi nis try Pre Th EO l Se eP eN atio Mi nis try T nal sid SO res Ass cur em ZA VO Parameters ent bly Mi nis ide Mi nis try ity try BIZ JusPo l nt A/ Mi already present Partner NC CR nis try NH Custodian Agency the of N Mi nistry Mi nis try GB at various Agency the BIB IS Mi nis B Ca atio Mi nis ter try RO M institutions bin Ca Mi nis VG Mi nis try AW J et o try Mi bin nis Bu OW C Minis try of Defense f try rea Mi et o nis try OW of Fina nce an Goal SDG Most recent 2022- u dP f Mi nis try lanning Mi RO S ' Indicator Indicator value Year 2026 2030 2040 2050 Unit nis try TC Values and Standards Inclusiveness SDG 5. Achieve gender equality and empowerment of all women and girls Percentage of women and girls aged 15 and older who have ever had a partner and have been UNICEF, UN Women, UNSD, subjected to physical, sexual, or psychological violence by a current or former intimate partner in UNFPA, WHO, UNDP 5.2 Specialized institutions, agencies and services Victims of UNODC the past 12 months, by form of violence and by age 5.2.1 12 10 5 0 % x provide efficient and effective protection to women and Domestic UNICEF, UN Women, UNSD, girls in situations of violence including human trafficking, Percentage of women and girls aged 15 and older who have been victims of sexual violence by Violence UNFPA, WHO, UNDP sexual and other forms of exploitation in both public and persons other than an intimate partner in the past 12 months, by age and place of occurrence UNODC private spheres 5.2.2 12 10 5 0 % x Women in IPU, World Bank 5.5 Adapted policy interventions and programs better Share of women's seats in (a) national parliaments and (b) local governments Parliament/ UN Women enable women to participate fully and more effectively at 5.5.1 27.5 2020 30 35 40 50 % Ministers x all levels of decision-making in political, economic, and ILO public life Share of women in leadership positions 5.5.2 15 2010 20 25 30 50 % x x x x x x x x x x x x x x x x x x x x Greening and Green Growth SDG 9. Build resilient infrastructure, promote inclusive sustainable industrialization, and foster innovation UNIDO, UNEP 9.4 Infrastructure has been upgraded, industries have IEA been transformed and made sustainable with more efficient use of resources, greater adoption of clean and CO2 emissions per unit of value added environmentally friendly technologies and industrial tCO2/ processes 9.4.1 0.4 0.6 0.3 0.1 million $ x x Develop, demonstrate and deploy technology SDG 9. Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation UNESCO-UIS 9.5 Scientific research has improved, technological capacity of industrial sectors has been upgraded, Research and development expenditures as a percentage of GDP innovation and increase in the number of research and development workers and public and private spending on research and development has been encouraged 9.5.1 1 4 8 10 % x x Policy areas Governance A lean government that delivers services in a fast, transparent and high-quality manner through innovations SDG 16. Promote peaceful and inclusive societies for sustainable development, ensure access to justice for all and build effective, accountable and inclusive institutions at all levels Percentage of individuals who have had at least one contact with a public official in the past 12 UNODC months who have paid bribes to a public official, or have been solicited for bribes by those officials 16.5.1 10 7 3 1 % x x World Bank, Percentage of companies that have had at least one contact with an official and have paid bribes 16.5 All forms of corruption and bribery have been UNODC reduced to an official, or have been solicited for bribes by those officials, in the past 12 months 16.5.2 10 7 3 1 % x x UNDP 16.6 More effective, efficient, accountable and Proportion of population satisfied with their last experience with public services transparent institutions at all levels have been developed 16.6.2 10 30 60 80 % x x X.0 Size of government is reduced Ambtenaren als percentage van het totaal aantal werkenden X.0.1 38 2019 30 25 20 10 % BIZA x Population Policy There is a driven regional spread based on urbanization whereby immigration is controlled on the basis of national objectives or the Surinamese vision. X.1Illegal immigration has been reduced Estimated absolute number of illegal persons X.1.1 15 2017 10 8 5 2 x1000 x x X.2 Decentralized urbanization has been promoted Population of Greater Paramaribo as a percentage of the total X.2.1 40.3 2019 35 30 25 20 % x Spatial Planning There is a legally regulated spatial planning in which the liveability of the environment is paramount which applies to all urban areas. SDG 11. Mak ing cities and human settlements safe, resilient and sustainable 11.1 Access to adequate, safe, affordable housing and UN-Habitat UNEP Proportion of urban population living in slums, informal settlements or inadequate housing basic services has improved and socially vulnerable neighborhoods have been upgraded 11.1.1 14,2 2019 8 4 0 0 % x UN-Habitat UNEP, 11.2 Public transport has been expanded through a UNECE Share of population with easy access to public transportation, by gender, age and persons with sustainable, affordable and safe transport system taking disabilities into account people in vulnerable situations, women, children, persons with disabilities and the elderly 11.2.1 60 70 85 95 % x x Indicators Responsible ministry/government agency na l Secur Ka bin ity Pre et v an Mi nis try LV V de Vic Mi nis sid eP reside Mi ter ie E OT Parameters ent Th eN ational nt nsi Mi ter nis ie S try OZ AV O Ass em Jus Po l already present Partner Mi nis bly Mi nis try NH Custodian Agency the of N try BIZ A/ Mi nis try GB B at various Agency NC CR Mi nis try RO M Ca atio Mi nistry Mi nis try AW J institutions BIB bin IS Mi Mi nis try of D efe Mi nistry of F nse et o nis Pla ancein Bu ter VG Mi nis nn ing and f try rea Mi nis try Mi nis RO S Goal SDG Most recent 2022- u Mi nis OW C try TC T try OW ' Indicator Indicator value Year 2026 2030 2040 2050 Unit Environment There is a continuous process of adaptation and mitigation to minimize the effects of climate change, as well as a continuous process to ensure that the impact of human activity on the environment is reduced to an acceptable minimum SDG 11. Mak ing cities and human settlements safe, resilient and sustainable SDG 13. Tak e urgent action to combat climate change and its impacts SDG 14. Conservation and sustainable use of the oceans, seas and marine resources for sustainable development SDG 15. Protect, restore and promote sustainable use of terrestrial ecosystems, manage forests sustainably, combat desertification, stop and reverse land degradation and stop biodiversity loss 11.4 Public and private initiatives to protect cultural and Total per capita expenditure on the protection and conservation of all cultural and natural heritage, by UNESCO-UIS IUCN natural heritage have increased source of funding (public, private), type of heritage (cultural, natural) and level of government (national, regional and local/municipal) 11.4.1 5.3 2020 1 3 5 7 $/cap x x x UNDRR UNEP 11.5 Reduced the number of deaths and the number of people affected and the direct economic losses relative Direct economic damage in relation to world GDP, damage to critical infrastructure and number of to GDP due to disasters, including water-related disruptions to basic services, due to disasters disasters, with a focus on protecting the poor and people in vulnerable situations 11.5.2 0 0 0 0 $ x 11.6 De nadelige milieu-effecten van steden per hoofd Landfilled UN-Habitat, UNEP van de bevolking , onder meer door speciale aandacht te Share of urban solid waste collected and managed through controlled facilities relative to total waste UNSD besteden aan luchtkwaliteit en gemeentelijk en ander urban waste generated afvalbeheer, is verminderd 11.6.1 1 2019 10 25 50 90 % x x UNFCCC Total greenhouse gas emissions per year 13.2 Maatregelen tegen klimaatverandering zijn geintegreerd in nationaal beleid, strategieën en planning 13.2.2 >14 2020 2.2 3 2.2 1.7 MtCO2 x x Protected areas UNEP-WCMC, Ramsar 14.5 At least 10 percent of coastal and marine areas UNEP, have been conserved, in accordance with national and Coverage of protected areas in relation to marine areas IUCN international law and based on the best available scientific information 14.5.1 2.6 2018 5 10 35 75 % x x FAO 14.6 Certain forms of fisheries subsidies that contribute to overcapacity and overfishing have been prohibited, subsidies that contribute to illegal, unreported and unregulated fishing have been eliminated, and the Degree of implementation of international instruments to combat illegal, unreported and introduction of new similar subsidies has been refrained unregulated fishing from, recognizing that appropriate, effective and special treatment for developing and least developed countries should be an integral part of the World Trade Organization negotiations on fisheries subsidies 14.6.1 40 60 95 100 % x x 15.1 De instandhouding, het herstel en het duurzame UNODC, UNEP gebruik van terrestrische en binnenlandse CITES zoetwaterecosystemen en hun diensten, met name Forest area as a percentage of total land area bossen, wetlands, bergen en droge gebieden, in overeenstemming met de verplichtingen uit hoofde van internationale overeenkomsten is bewerkstelligd 15.1.1 93 2018 92 92 92 92 % x x 15.7 Stroperij en handel in beschermde soorten flora en UNODC, UNEP fauna alsook de vraag naar en het aanbod van illegale Proportion of trafficked wildlife that has been poached or illegally traded CITES producten van wilde dieren is verminderd 15.7.1 20 15 8 1 % x x x Monetary policy There are healthy monetary parameters that transparently monitor calm and provide sufficient resilience SDG 17. Strengthen implementation resources and reinvigorate the global partnership for sustainable development 17.1 The capacity to mobilize domestic resources to IMF collect taxes and other revenues has been Share of domestic budget financed by domestic taxes strengthened, through international support and other means 17.1.2 2020 50 100 100 100 % x x X.3 Suriname's debt burden has been reduced to an acceptable level Debt as % of GDP X.3.1 106.8 Q32020 80 60 40 40 % x X.4 The budget deficit has been reduced to an acceptable level Budget deficit as % of GDP X.4.1 -18.5 2020 10 5 0 -2 % x Investment Policy Investment policy is transparent and internationally competitive to attract investors who contribute to Suriname's vision SDG 17. Strengthen implementation resources and reinvigorate the global partnership for sustainable development 17.3 Additional financial resources have been Foreign direct investment, official development assistance, and South-South cooperation as a OECD, mobilized from multiple sources percentage of gross national income 17.3.1 17 10 7 7 % UNCTAD x x World Bank Volume of remittances (in U.S. dollars) as a percentage of total GDP 17.3.2 0.003 2020 2.5 2 2 2 % x X.5 Foreign investors have been attracted FDI attracted on an annual basis X.5.1 0.1 2020 600 400 300 300 xmln $ x X.6 Healthy entrepreneurial environment has been Ranking on the Ease of Doing Business rankings X.6.1 162 2020 140 80 60 50 - x Education Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all SDG 4. Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all Percentage of children and youth in grade 2/3 with at least a minimum required proficiency level x in reading 29.7 2018 40 50 60 70 % Percentage of children and youth in grade 2/3 with at least a minimum required proficiency level x in reading, female 30.3 2018 40 50 60 70 % Percentage of children and youth in grade 2/3 with at least a minimum required proficiency level x in reading, male 29.3 2018 40 50 60 70 % Percentage of children and youth in grade 2/3 with at least a minimum required proficiency level Students by x in math 12.3 2018 30 40 50 60 % gender of GLO UNESCO-UIS OECD Percentage of children and youth in grade 2/3 with at least a minimum required proficiency level + VOJ x in math, female 11.5 2018 30 40 50 60 % education. Percentage of children and youth in grade 2/3 with at least a minimum required proficiency level 4.1 Relevant and effective learning outcomes have x in math, male 12.9 2018 30 40 50 60 % been achieved as all girls and boys have completed Percentage of children and youth at the end of primary education with at least the minimum free, equal and quality primary and secondary x required skills in reading and mathematics 58.9 2017 60 70 80 95 % education Percentage of children and youth at the end of the VOJ with at least the minimum required x proficiency in (i) reading and (ii) mathematics 4.1.1 53.3 2017 60 70 80 95 % Completion rate of basic education 85.6 2019 90 98 100 100 % x Completion rate of primary education, female 93.7 2019 95 98 100 100 % x Completion rate of primary education, male 78.6 2019 85 98 100 100 % x Completion rate VOJ 47.4 2019 50 55 60 70 % x Completion rate VOJ, female 63.7 2019 70 75 80 90 % UNESCO-UIS OECD x Completion rate VOJ, male 32.3 2019 40 45 50 60 % x Completion rate VOS 23.4 2018 30 35 40 50 % x Completion rate VOS, female 27.3 2018 30 35 40 50 % x Completion rate VOS, male 4.1.2 19.4 2018 30 35 40 50 % x na Vic Pre l Se eP TheN atio Mi nis try LV V nal sid Mi cur res Ass nis ter ie E Parameters ent em bly Mi nis try OT ide Mi SO ity nistry BIZ Mi nis try ZA VO Jus already present Partner nt A/ NC CR Mi nis try Po l Custodian Agency NH the of N Mi nistry Mi nis try at various Agency BIB IS Mi GB B atio the nis try RO Ca Mi nis ter Mi nis try M institutions VG AW bin Mi J Ca Mi Mi nis try of D efe nis nister nse et o try ie F Bu bin OW C ina Pla ncië nn ing en n Mi f rea Mi nis et o nis try Mi try RO S Goal SDG Recentste 2022- OW nis u try TC f T ' Indicator Indicator waarde Year 2026 2030 2040 2050 Unit 4.3 Equal access for all women and men to Participation of young people and adults in formal and non-formal education and training in the Students by OECD, x gender in VOS affordable and quality technical, vocational and last 12 months, female 80 85 90 100 % UNESCO-UIS Eurostat, education, tertiary education, including universities has been Participation of youth and adults in formal and non-formal education and training in the past 12 ILO ADEK, training x achieved months, male 4.3.1 80 85 90 100 % sessions. Percentage of preschool teachers who have completed at least the minimum amount of organized teacher training (e.g., pedagogical training) required for teaching preschool, prior to or on the job. x 100.0 2018 100 100 100 100 % Percentage of elementary school teachers who have completed at least the minimum amount of organized teacher training (e.g., pedagogical training) required for teaching in elementary Number of x 4.c The supply of qualified teachers has been education, prior to or ' on the job'. 99.0 2018 100 100 100 100 % teachers of UNESCO-UIS significantly increased, including through OECD Percentage of teachers in the VOJ who have completed at least the minimum amount of Preschool, international cooperation for teacher training GLO, VOJ organized teacher training (e.g., pedagogical training) required for teaching in the VOJ, prior to or x on the job. 86.6 2018 90 100 100 100 % Percentage of teachers in the VOS who have completed at least the minimum amount of organized teacher training (e.g., pedagogical training) required for teaching in the VOS, prior to or x on the job 4.c.1 50.2 2015 60 70 80 90 % Public Health Ensuring healthy living and promoting wellness for everyone of all ages SDG 3. Ensure healthy living and promote wellness for everyone of all ages 3.1 Maternal mortality reduced to less than 70 per p/ 100.000 WHO PAHO/ Maternal mortality WHO 100,000 live births 3.1.1 89 2019 79 70 65 60 lb x PAHO/ WHO DESA Population Division, Percentage of births attended by competent health personnel World Bank, WHO 3.1.2 98.4 2018 99 99 100 100 % x 3.2 The preventable deaths of newborns and Infant mortality PAHO/ WHO DESA children under 5 years of age, has been reduced rate Population Division, with neonatal mortality reduced to at least 12 per Under-5 mortality rate World Bank, 1,000 live births and under 5 mortality reduced to at WHO least 25 per 1,000 live births. 3.2.1 19 2018 16 14 12 10 p/ 1.000 lb x Number of HIV PAHO/ WHO WHO, Neonatal mortality positive tested UNFPA 3.2.2 12 2018 10 8 5 5 p/ 1.000 lb persons x 3.3 AIDS, tuberculosis, malaria and neglected Number of new HIV infections per 1,000 uninfected population, by sex, age, and major Number of HIV UNAIDS WHO, p/ 100.000 positive tested UNFPA tropical diseases have been reduced; hepatitis and populations 3.3.1 112.3 2018 98 85 75 65 pop. persons x water-borne diseases and other communicable diseases have been combated Denque, Zika WHO and Number of people needing interventions against neglected tropical diseases Chikungunya 3.3.5 7 2018 3 0 0 0 aantal case x 3.4 Early mortality from non-communicable diseases Deaths from WHO reduced by one-third through prevention and cardiovascular disease, treatment diabetes Mortality attributed to cardiovascular disease, cancer, diabetes or chronic respiratory disease mellitus, external causes, malignant p/ 100.000 neoplasm 3.4.1 254.5 2019 125 100 95 90 pop. x p/ 100.000 WHO Suicide Mortality Rate 3.4.2 16.6 2019 13 10 5 2 pop. Suicide cases x 3.8 Universal health coverage, including protection Number of WHO UNICEF, against financial risk, access to quality essential people who UNFPA, have medical DESA health services and access to safe, effective, high- Coverage of essential health services insurance Population quality and affordable essential medicines and (private, Division vaccines for all is achieve government, 3.8.1 31 2019 40 45 55 60 % primary care) x 3.c Increased availability of financial resources for Number of WHO the health sector and the recruitment, Nurses per 10,0000 population p/ 10.000 hospitals and 3.c.1 25.9 2020 30 35 45 55 pop. beds x development, training and retention of health p/ 10.000 PAHO/2019 workers has been achieved General practitioners per 10,000 of the population 3.c.2 8.2 2018 12 20 25 30 pop. Social Protection There is a transparent and accessible system for those in need of help to enable them to function optimally in society again SDG 8. Promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all SDG 10. Reducing inequality within and between countries SDG 1. Ending poverty everywhere in all its forms 8.5 Full and productive employment and decent Economically ILO work has been achieved for all women and men, active age including youth and persons with disabilities, and Unemployment rate by gender, age, and persons with disabilities group equal pay for work of equal value 8.5.2 80 70 50 25 % x x 8.6 HThe proportion of young people not in Percentage of youth (ages 15-24) not in education or training and not employed Youth ILO ILO x x x employment, education or training has decreasedd 14.7 2016 10 5 1 0 % unemployment 8.6.1 Percentage of youth (15-24 years) not in education or training and not employed, female 18.8 2016 15 10 5 0 % x x x Percentage of youth (15-24 years) not in education or training and not employed, male 10.7 2016 5 1 1 0 % x x x ILO, 8.7 Immediate and effective measures to eliminate Proportion and number of children aged 5-17 engaged in child labor, by both gender and age UNICEF x x x Child labour UNICEF forced labor, end modern slavery and human 3.4 2018 2 1 1 0 % 8.7.1 trafficking have been taken, and the prohibition and Proportion and number of children aged 5-17 engaged in child labor, by age and female 2.4 2018 1 1 1 0 % x x x elimination of the worst forms of child labor has Proportion and number of children aged 5-17 engaged in child labor, by age and male 4.4 2018 3 2 1 0 % x x x Indicatoren Responsible ministry/government agency Vic na eP reside Pre Th nt Mi nis l Se eN atio Mi try LV V nal nis sid Ass ter ie E cur em OT Parameters bly Mi nis try ent Mi nis SO ZA VO ity try BIZ Mi nis try Jus Po A/ l already present Partner NC CR Mi nis try NH Custodian Agency the of N Min istry Mi nis try GB B at various Agency the BIB IS Mi nis try RO M Ca atio Mi nis ter Mi nis try AW J institutions VG bin Mi nis Ca Mi Minis try of D efense nis try of F et o try in bin Pla ance Bu OW C Mi nis nn ing and f try rea Mi et o nis try Mi nis RO S OW try Goal SDG Most recent 2022- TC u T f ' Indicator Indicator value Year 2026 2030 2040 2050 Eenheid Safety The authorities are sufficiently equipped to guarantee internal and external security effectively and efficiently (DELETE THIS ENTIRE BLOCK) SDG 16. Promote peaceful and inclusive societies for sustainable development, ensure access to justice for all and establish effective, accountable and inclusive institutions Offences UNODC, DESA (manslaughter, WHO Population 16.1 Significantly reduce all forms of violence and Number of victims of intentional homicide per 100,000 population, by sex and age 20 15 10 7 - murder) Division, violence-related deaths everywhere 16.1.1 UNICEF x 16.2 Stop abuse, exploitation, trafficking and all – / UNICEF 50 40 20 5 % forms of violence against and torture of children psychological aggression by caregivers in the past month 16.2.1 x X.6 The national army is well equipped in case of Percentage of equipment versus actual equipment needed 40 60 80 100 % calamities X.6.1 x X.7 Legal Certainty Average duration of court cases X.7.1 5 3 1 0.5 jaar x X.8 Good manageability of crime Growth in criminal offenses X.8.1 1 -5 -2 -1 % x Financial Traffic The financial infrastructure is such that it stimulates SMEs, industrialization and the services sector SDG 8. Promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all SDG 10. Reduce inequality within and between countries 8.10 Strengthened the capacity of domestic financial (a) Number of commercial bank branches per 100,000 adults and (b) number of automated teller IMF UNCDF institutions to encourage and expand access to machines (ATMs) per 100,000 adults 8.10.1 25 35 40 45 - x x banking, insurance and financial services for all Share of adults (15 years and older) with an account at a bank or other financial institution or with World Bank UNCDF a mobile money service provider 8.10.2 50 70 90 95 % x x 10.b Official development assistance and financial OECD flows, including foreign direct investment, in Total resource flows for development, by recipient and donor countries and type of flow (e.g., accordance with national plans and programs, has official development assistance, foreign direct investment, and other flows) 10.b.1 50 25 25 10 x been encouraged 10.c The transaction cost of migrant remittances has World Bank been reduced to less than 3 percent and remittance Remittance costs in proportion to the amount remitted corridors with costs higher than 5 percent have been eliminated 10.c.1 5 3 2 2 % x X.9 Financiering voor MKMO is aantrekkelijk Number of loans granted to MKMO X.9.1 50 100 150 150 p.a. x Water Guaranteed water security SDG 6. Ensure availability and sustainable management of water and sanitation for all X.10 Transportation and distribution losses are Water supply minimized Drinking water quantities sold as a percentage of gross production X.10.1 56.4 2019 65 80 95 98 % SWM (gross) x 6.1 Universal and equal access to safe and affordable Water con- WHO, UNEP, drinking water for all has been achieved sumption SWM UNICEF UN-Habitat Proportion of population using safely managed drinking water services service area 6.1.1 70 2018 80 90 95 99 % x 6.5 Integrated water management at all levels has UNEP UN-Water, been implemented, including through cross-border IUCN, Degree of implementation of integrated water management (0-100) Ramsar cooperation where appropriate 6.5.1 25 75 100 100 % x x x x x Information and Communication Technology Guaranteed Connectivity SDG 9. Establishing resilient infrastructure, promoting inclusive and sustainable industrialization and fostering innovation 9.c Access to information and communication Use of mobile ITU technology has been increased and universal and Share of population covered by mobile network, by technology phones affordable access to the Internet has been achieved 9.c.1 58.7 2020 60 65 70 85 % x x X11.1 Broadband internet tariffs are internationally $/best in Level of broadband internet tariffs competitive X.11.1 23.57 2021 20 18 13 10 class x X.12.1 Access to broadband internet improved Percentage of population with access to broadband Internet X.12.1 13.45 2019 15 17.5 22.5 25 % x Electricity supply Guaranteed energy security SDG 7. Ensuring access to affordable, reliable, sustainable and modern energy for all 7.1 Universal access to affordable, reliable and EBS World Bank IEA, Share of population with access to electricity connections UN-Energy modern energy services has been achieved 7.1.1 80 90 99 100 % x x UNSD, World Bank, 7.2 Het aandeel van hernieuwbare energie in de Share of renewable energy in total final energy consumption IEA, UN-Energy nationale energiemix is verhoogd 7.2.1 33 30 35 50 90 % IRENA x x UNSD, World Bank, 7.3 Energy efficiency has doubled Energy intensity measured in terms of primary energy and GDP 7.3.1 3000 2500 2200 1900 kWh/cap IEA UN-Energy x x Roads and Drainage Climate resilient infrastructure that encourages further urbanization and industrialization SDG 3. Ensuring healthy living and promoting wellness for everyone of all ages Traffic WHO UNECE fatalities/Insure Mortality rate due to traffic injuries d motor X.13 The number of road accidents due to the state of the infrastructure, has been reduced 3.6.1 80 80 70 50 40 - vehicles x x X.14 Infrastructure is adequate for the disposal of Average length of time that areas are bare excess rainwater X.14.1 24 20 10 2 uur x X.15 Public transportation is arranged in such a way Number of public transportation hubs that it is a good alternative to passenger X.15.1 5 8 10 12 - x X.16 Travel times have been shortened by sound Average travel time by standard distance in Greater Paramaribo infrastructure design X.16.1 2 1.5 1 0.5 min/km x X.17 International aeronautical access has been Number of international flight destinations achieved X.17.1 9 2020 12 15 20 25 - x X.18 International maritime access has been Number of departing vessels with an international destination achieved X.18.1 863 2018 900 1000 1200 1500 - x Indicatoren Responsible ministry/government agency Mi nis na Vic try LV V Pre Mi l Se Th eP eN atio nis ter ie EOT nal sid cur Mi res Ass nis Parameters ent em bly try SO Mi ZA ide Mi VO ity nistry BIZ Mi nis try nis Jus already present Partner nt A/ NC CR Mi Po l Custodian Agency try nis the of N Mi nistry try NH at various Agency BIB Mi TC IS nis atio the try GB Ca Mi nis B T ter Mi nis institutions bin Ca Mi nis VG Mi nis try RO M et o try try Bu bin OW C Mi AW J nis f rea Mi et o nis try Min try of D efe OW istry nse Goal SDG Most recent 2022- u f of Fina nce and Planni Mi ng ' Indicator Indicator value Year 2026 2030 2040 2050 Unit nis try RO S Mining Surinamese companies have a leading role in mining, processing, and selling Surinamese mining products X.19 Mining sector's share of employment and GDP Mining as a percentage of GDP X.19.1 7 2019 15 25 20 15 % x increased Mining employment as a percentage of total employment X.19.2 4 2019 10 15 10 5 % x X.20 Nieuwe consessies worden geexploiteerd door lokale bedrijven waarin de overheid een Share of local mining companies in total mining GDP minderheidsaandeel heeft X.20.1 41 2019 45 50 60 90 % x Agricultural Production Guaranteed food security SDG 14. Conservation and sustainable use of the oceans, seas and marine resources for sustainable development SDG 2. End hunger, achieve food security and improved nutrition, and promote sustainable agriculture FAO, 14.7 Increased economic benefits of sustainable use Sustainable fisheries as a percentage of GDP in small island developing countries, least developed UNEP-WCMC of marine resources, including through sustainable countries, and all countries management of fisheries, aquaculture and tourism 14.7.1 0.496 2017 1 3 5 7 % x x 2.a Investments have been increased, including FAO through closer international cooperation, in rural infrastructure, agricultural research and extension, The agricultural orientation index for public expenditure. technology development, and plant and livestock Government spending of gene banks to increase agricultural production 2.a.1 10 12 15 20 % min of LVV x x x capacity Agriculture as a percentage of GDP X.21 Agriculture's share of GDP has increased X.21.1 6 2019 10 12 15 17 % x X.22 High-quality value chains in the agricultural Aantal agro business clusters sector are organized along business clusters X.22.1 3 5 6 7 - x Trade Import trade focuses on the import of goods that have sustainable competitive advantages in them, while exports have a broad predominance X.23 Import trade has a small share of employment Import trade as a percentage of GDP and per capita X.23.1 48.62 2020 30 20 15 15 % x and GDP production Import trade per capita X.23.2 3058 2020 2700 2200 2000 1750 USD Creative, services, proces, fabricage industrie Establishing resilient infrastructure, promoting inclusive and sustainable industrialization and fostering innovation SDG 8. Promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all 8.1 Per capita economic growth has been brought in UNSD World Bank line with national conditions and, in particular, GDP growth of at least 7 percent per year has been Annual growth rate of real GDP per capita achieved 8.1.1 1.6 2018 7 4.5 4.6 4.7 % BNP per capita/ x x x BBP per capita ILO World Bank, 8.2 Higher levels of economic productivity have UNSD been achieved through diversification, technological Annual growth rate of real GDP per worker modernization and innovation, including by focusing on high value-added and labor-intensive sectors 8.2.1 0.27 1 5 8 8 % x x x 8.3 Development-oriented policies that support ILO productive activities, the creation of decent jobs, entrepreneurship, creativity and innovation, and Share of informal employment in total employment, by sector and gender encourage the formalization and growth of micro, small and medium enterprises, including through access to financial services, have been promoted 8.3.1 60 30 15 5 % x x Services Opzetten van een veerkrachtige infrastructuur en promoten van een inclusieve, duurzame en innovatieve dienstensector SDG 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all X.24 Inclusive and sustainable service sector has Value added services as a percentage of GDP 42.9 2019 44 47 48 49 % x been promoted and its share in employment and UNIDO GDP increased X.24.1 67.6 2019 70 70 70 70 % x x 8.9 Policies have been formulated and UNWTO UNEP implemented to promote sustainable tourism that Direct GDP from tourism as a percentage of total GDP creates jobs and promotes local culture and products 8.9.1 6.5 2019 7 7.3 7.5 7.7 % x X.25 An inclusive and sustainable tourism industry UNIDO has been promoted and the industry's share of Tourism employment as a percentage of total employment employment increased X.25.1 15 17 23 25 % x Process industry Establishing resilient infrastructure, promoting inclusive and sustainable process industries, and fostering innovation SDG 9. Establish resilient infrastructure, promote inclusive and sustainable industrialization, and encourage innovation UNIDO World Bank 9.2 Inclusive and sustainable industrialization has Processing value added as a percentage of GDP X.x.1 22.5 2019 25 30 32 35 % x been promoted and the share of industry in UNIDO employment and GDP has been increased, in line Processing industry employment as a percentage of total employment X.x.2 5.4 2019 7 9 12 15 % x x Production Building resilient infrastructure, promoting inclusive and sustainable industrialization and fostering innovation SDG 9. Establishing resilient infrastructure, promoting inclusive and sustainable industrialization and fostering innovation 9.2 Inclusive and sustainable industrialization has UNIDO World Bank been promoted and the share of industry in Value added production as a percentage of GDP 9.2.1 10 2019 13 15 17 19 % x employment and GDP has been increased, in line UNIDO Employment in manufacturing as a percentage of total employment with national conditions 9.2.2 24 2019 28 32 35 40 % x x 9.3 Increased access of small-scale industrial and UNIDO UNCDF other enterprises, to financial services, including affordable credit, and their integration into value Share of small-scale industries in total industry value added chains and markets 9.3.1 2.86 2019 5 15 20 25 % x Annex B: Overview Strategic Action Items

1. Good Governance: realizing systems, structures, and processes to ensure transparency, ef f iciency, ef fectiveness, accountability, and f airness

2. Security: the set of availability, af f ordability, reliability, social acceptance and sustainability of : a. Energy b. Water c. Food supply d. Health care e. Education f. Telecommunications g. Social services

3. Employment: the promotion and provision of geographically dispersed socio -economically acceptable employment (decent work) that can achieve suf f icient upward mobility; there are suf f icient growth and learning opportunities f or all

4. Value addition: to encourage value addition in order to produce high quality products, both for export and partial import substitution

5. Industries with increasing returns: to encourage industries that - based on knowledge, specif ic acts or sustainable competitive advantages - are not subject to increasing costs f or key inputs, either over time or when scaling up

6. Greening and Green Growth: reducing our environmental f ootprint in our existing processes and deliberately choosing "greener" growth paths f or sectors

7. International and local outreach: tap into new routes and establish strategic (diplomatic and cooperation) ties with other countries and international organizations

8. Land rights: indigenous and maroon land rights are collective rights that the United Nations has explicitly stated must be recognized, made explicit in the UN Declaration on the Rights of Indigenous Peoples

9. Innovation: researching, developing, investing in, demonstrating, and deploying (non-) technological innovation

10. Sustainable competitive advantage: exploit potential, where there is demand, and which is unique

11. Export-orientation: encourage an export-oriented environment, allowing f or increased trade with more diverse countries. Duration Financing SDG (Annex A) Budget code Number loan / grant / Norm (see Sources of funds Strategic Description Ministry Estimate Curren Outcome Indicator Start End Source government below) (financing Organization Programs Economic Location Action Item (x1000) cy code code budget / ppp source) A6.1.1 Draft, submit, adopt, and promulgate Local Content Act BIBIS 2022 2022 500 SRD Gov budget O 9.3 9.3.1 3, 4, 5, 9, 10 1101 05 02 61205 7000 A6.1.2 Establish Local Content Development Office BIBIS 2022 2022 150 USD Gov budget L 8.3 8.3.1 3, 4, 5, 9, 10 1201 05 02 61205 7000 A6.1.3 Draft, submit, adopt and promulgate Law on Co-investment fund FinPlan 2023 2024 200 SRD Gov budget O 17.3 17.3.1 1 t/m 11 1101 08 07 61205 7000 A6.1.4 Draft, submit, adopt and promulgate Transfer Pricing Act FinPlan 2022 2023 500 SRD Gov budget O x.5 x.5.1 1 1101 07 16 61206 7000 A6.1.5 Strengthen audit function of the Tax Administration FinPlan 2022 2025 73585 SRD IADB L 17.1 17.1.2 1 t/m 11 2291 07 16 61312 7000 A6.1.6 Introduce "source tax" as input tax on contract value for service providers FinPlan 2022 2022 20 SRD Gov budget O 16.6 16.6.1 1 t/m 11 1101 07 16 61001 7000 A6.2.1 EZOTI 2022 2023 50 SRD Gov budget O X.6 X.6.1 3, 4, 5, 9, 11 1101 08 13 61001 7000 A6.2.2 Reduce waiting time for business license EZOTI 2022 2022 25 SRD Gov budget O X.6 X.6.1 3, 4, 5, 9, 11 1101 08 13 61001 7000 A6.2.3 Amendment of Building Code OW 2023 2023 25 SRD Gov budget O 11.1 11.1.1 3, 4, 5, 9, 11 1101 15 13 61001 7000 A6.2.4 Reduce costs of land ownership registration GBB 2022 2023 25 SRD Gov budget O 11.1 11.1.1 3, 4, 5, 9, 11 1101 17 35 61001 7000 A6.2.5 Establish independent complaints office GBB 2023 2023 500 SRD Gov budget O 16.6 16.6.1 3, 4, 5, 9, 11 1201 17 02 61001 7000 A6.2.6 Make the number of land disputes at the economic level available online GBB 2024 2025 350 SRD Gov budget O 16.6 16.6.1 3, 4, 5, 9, 11 1201 17 35 61001 7000 A6.2.7 Amendment of Bankruptcy Law EZOTI 2023 2023 25 SRD Gov budget O X.6 X.6.1 3, 4, 5, 9, 11 1101 08 13 61001 7000 A6.2.8 Improve operational efficiency customs FinPlan 2025 2026 5000 USD IADB L X.6 X.6.1 3, 4, 5, 9, 11 2291 07 16 61312 7000 A6.2.9 Differentiating tax rates for the structuring of society FinPlan 2024 2025 500 SRD Gov budget O 8.3 8.3.1 1 t/m 11 1101 07 16 61001 7000 A6.2.10 Strengthening NOB FinPlan 2022 2024 15000 USD IADB L X.6 X.6.1 3, 4, 5, 9, 11 2291 07 02 61312 7000 A6.2.11 Transfer SME fund to NOB FinPlan 2022 2022 5 SRD Gov budget O X.6 X.6.1 3, 4, 5, 9, 11 1101 07 16 61001 7000 A6.2.12 Consolidate funds at NOB FinPlan 2022 2022 50 SRD Gov budget O X.6 X.6.1 3, 4, 5, 9, 11 1101 07 16 61001 7000 A6.2.13 Include MOP priorities in credit assessment at funds FinPlan 2022 2023 25 SRD Gov budget O X.6 X.6.1 3, 4, 5, 9, 11 1101 07 16 61001 7000 A6.2.14 Significantly supplement and promote funds FinPlan 2022 2025 5000 USD IADB L X.6 X.6.1 3, 4, 5, 9, 11 2291 07 16 61312 7000 A6.2.15 Submit, adopt, and promulgate Product Boards Act LVV 2022 2022 0 SRD Gov budget O X.6 X.6.1 3, 4, 5, 9, 11 1101 07 13 10001 7000 Establishment of product board right bank Suriname River 3, 4, 5, 9, A6.2.16 Cabpres 2022 2022 150 USD Gov budget O X.6 X.6.1 10,11 1201 25 07 61001 20 A6.2.17 Reserve land for clusters / product boards GBB 2022 2025 500 SRD Gov budget O X.6 X.6.1 3, 4, 5, 9, 11 1101 17 35 61001 7000 A6.3.1 Amendment of state decree on residential areas Cabpres 2022 2022 25 SRD Gov budget O 1, 2, 6, 8 1101 25 35 61001 7000 A6.3.2 Recognize land rights, formulate development strategy by OIS and VIDS ROS 2022 2023 1710 SRD Gov budget O 11 11.1.1 1, 8 1101 03 35 61001 7000 A6.3.3 Drafting and legally enacting zoning and structure plans ROM 2023 2024 200 SRD Gov budget O 11.1 11.1.1 1, 2, 6, 8 1201 19 35 61001 7000 A6.3.4 Change stamp duty for family transfers GBB 2022 2023 256 SRD Gov budget O 11 11.1.1 2 1101 17 35 61001 7000 A6.3.5 Communicating and facilitating the process of family transfer GBB 2022 2023 300 SRD Gov budget O 11 11.1.1 2 1101 17 35 61001 7000 Establish interdepartmental committee to launch a pilot to transform schools A6.4.1 into training and education centers Cabpres 2022 2026 6000 USD Gov budget L nvt nvt 3, 4, 5, 9, 11 1201 02110 07 62421 7000 A6.5.1 Drafting ToR for lease contract for rural drone surveillance Cabpres 2022 2023 2400 USD Gov budget O X.6 X.6.1 1, 2 1201 02110 18 62109 7000 A6.6.1 Consultation with stakeholders on PSR trajectory Biza 2022 2022 50 SRD Gov budget O X.0 X.0.1 1 1101 02 02 61001 7000 A6.6.2 Produce successively process, function and structure descriptions Biza 2022 2024 50 SRD Gov budget O X.0 X.0.1 1 1101 02 02 61001 7000 A6.6.3 Defining and deploying modalities for civil service layoffs Biza 2023 2023 100 SRD Gov budget O X.0 X.0.1 1 1101 02 02 61001 7000 16.5.1, A6.6.4 Establishment of independent corruption hotline Biza 2022 2022 150 SRD Gov budget O 16.5 16.5.2 1 1201 03 02 61001 7000 16.5.1, A6.6.5 Prohibition of conflict of interest Biza 2024 2024 50 SRD Gov budget O 16.5 16.5.2 1 1101 02 02 61001 7000 A6.6.6 Update, submit, adopt and promulgate New Civil Code Biza 2023 2023 0 SRD Gov budget O 16.6 16.6.1 1 1101 02 13 61001 7000 Adoption and promulgation of the Open Government Act regulating what the A6.6.7 government must do in public Biza 2024 2024 100 SRD Gov budget O 16.6 16.6.1 1 1101 02 13 61001 7000 A6.6.8 Draft, submit, adopt and promulgate the General Administrative Law Act Biza 2024 2024 100 SRD Gov budget O 16.6 16.6.1 1 1101 02 13 61001 7000 Privatization of state-owned enterprises with minority state ownership (except A6.6.9 for utilities) Cabpres 2024 2025 500 SRD Gov budget O 16.6 16.6.1 1, 4, 9, 11 1201 02 07 61206 7000 A6.6.10 Reactivate Suriname Business Forum EZOTI 2022 2022 5200 SRD Gov budget O 16.6 16.6.1 1 1201 08 02 62431 7000 A6.6.11 Establish PPPs for money-generating government tasks Cabpres 2023 2025 100 SRD Gov budget O 16.6 16.6.1 1, 2 1201 02110 02 61001 7000 Collaborate with NGOs and CBOs to carry out non-money-generating A6.6.12 government functions Cabpres 2024 2024 100 SRD Gov budget O 16.6 16.6.1 1, 2 1201 02110 02 61001 7000 A6.6.13 Create opportunities for districts to raise their own funds in a legal way ROS 2022 2024 400 SRD Gov budget O 16.6 16.6.1 1 1201 03 13 61001 7000 Application of the co-management tasks in current situation based on Article 1 A6.6.14 of Law RO ROS 2022 2025 13238 SRD Gov budget O 16.6 16.6.1 1 1101 03 13 61001 7000 Start the automation and digitization of government purchases, document A6.6.15 tracking, HRM, fund collection Biza 2022 2025 500 SRD Gov budget O 16.6 16.6.1 1 1201 02 02 62011 7000 Coordinate foreign posts with line ministries for targeted international A6.6.16 cooperation BIBIS 2022 2022 500 SRD Gov budget O 17.3 17.3.1 1 t/m 11 1101 05 02 61001 7000 A6.7.1 Public Private Partnership (PPP) for waste management and disposal OW 2022 2023 1676 SRD Private sector PPP 11.6 11.6.1 2, 6 1201 15 32 61205 7000 A6.7.2 Introduce a deposit for plastic and glass packaging materials ROM 2024 2024 500 SRD Gov budget O 11.6 11.6.1 2, 6 1201 19 11 61205 7000 A6.7.3 Introduce harsher penalties for environmental offenses ROM 2023 2024 100 SRD Gov budget O 11.6 11.6.1 2, 6 1101 19 11 61205 7000 A6.7.4 Establishment of Environmental Authority ROM 2023 2024 14934 SRD Gov budget O 15.1 15.1.1 1, 2, 6 1101 19 11 61001 7000 A6.7.5 Draft, submit, adopt and promulgate the Waste Management Act ROM 2024 2024 500 SRD Gov budget O 11.6 11.6.1 2, 6 1201 15 11 61206 7000 A6.7.6 Establishment of an offshore monitoring station OW 2025 2026 2440 SRD UNDP S 13.2 13.2.2 2 2165 15 11 61312 7000 A6.7.7 Convert NDCs by ministries into concrete projects ROM 2022 2025 500 USD UNDP S 13.2 13.2.2 2, 6 2165 19 11 61001 7000 PPPs with co-management of local people for data collection, rehabilitation, 1, 2, 3, 4, 6 A6.7.8 protection, etc. ROM 2023 2025 1000 SRD Gov budget O 15.1 15.1.1 1201 19 11 61205 7000 A6.7.9 Introduce carbon tax ROM 2023 2024 200 SRD Gov budget O 13.2 13.2.2 6 1101 19 16 61205 7000 A6.7.10 Submit, adopt and promulgate the Nature Protection Act ROM 2023 2024 200 SRD Gov budget O 13.2 13.2.2 6 1101 19 16 61205 7000 A6.8.1 Build the designed Makerspace EZOTI 2024 2025 150 USD Gov budget O 9.c 9.c.1 9 1201 08 07 61263 7000 A6.8.2 Reduction of tariffs on ICT equipment FinPlan 2022 2023 850 SRD Gov budget O 9.c 9.c.1 3, 4, 9, 11 1201 07 05 61263 7000 A6.8.3 Implement incentives to host virtual local content locally TCT 2022 2023 100 USD Gov budget O 9.c 9.c.1 3, 4, 9, 11 1201 16 05 61263 7000 A6.8.4 Establish ICT product board with allocation of location and start-up capital TCT 2023 2024 150 USD Gov budget O 9.c 9.c.1 3, 4, 9, 11 1201 16 05 61263 7000 A6.8.5 Setting up PPP for an internet exchange point TCT 2023 2023 50 SRD Gov budget O X.12 X.12.1 3, 4, 9, 11 2121 16 05 61263 7000 A6.8.6 Split accountability for telecom infrastructure and services TCT 2023 2025 125 USD Gov budget O X.11 X.11.1 1 1201 16 02 61263 7000 A6.8.7 Establishment and rollout of Internet Protocol version 6 TCT 2022 2026 1500 USD Gov budget O X.12 X.12.1 3, 4, 9, 11 1201 16 05 61263 7000 A6.8.8 Establish plan of action for rolling out 5G infrastructure TCT 2022 2026 500 USD Gov budget O X.12 X.12.1 3, 4, 9, 11 1201 16 05 61263 7000 A6.8.9 Launching gamification events EZOTI 2023 2024 500 SRD Gov budget O 9.c 9.c.1 9 1201 08 05 61001 7000 A6.8.10 Draft and implement incentives for the ICT sector TCT 2024 2024 250 SRD Gov budget O 9.c 9.c.1 3, 4, 9, 11 1201 16 05 61206 7000 Adopt and implement tourism norms and standards 8.9.1, A6.9.1 TCT 3, 4, 9, 11 16 61001 2022 2022 0 SRD Gov budget O 8.9, X.25 X.25.1 1101 38 7000 Draft, submit, adopt and promulgate Tourism Authority Act 8.9.1, A6.9.2 TCT 3, 4, 9, 11 16 61001 2022 2022 50 SRD Gov budget O 8.9, X.25 X.25.1 1101 38 7000 Allocate (financial) resources for promotion 8.9.1, A6.9.3 TCT 3, 4, 9, 11 16 61001 2023 2023 1000 USD Gov budget O 8.9, X.25 X.25.1 1201 38 7000 Establish tourism cluster at reservoir area 8.9.1, A6.9.4 TCT 3, 4, 9, 10, 11 16 61001 2023 2024 150 USD Gov budget O 8.9, X.25 X.25.1 1201 38 10 Establish tourism clusters for Moengo and Nickerie 8.9.1, A6.9.5 TCT 3, 4, 9, 10, 11 16 61001 2025 2026 300 USD Gov budget O 8.9, X.25 X.25.1 1201 38 7000 Setting up Tourism Satellite Account System 8.9.1, A6.9.6 TCT 3, 4, 9, 11 16 61206 2025 2026 500 USD Gov budget O 8.9, X.25 X.25.1 1201 38 7000 A6.10.1 Certification of forest operations GBB 2023 2024 5000 USD IADB L 15.1 15.1.1 1, 6, 11 2639 17 13 61312 10/40/60/80/90 1, 3, 4, 6, 9, A6.10.2 Encourage wood processing and simultaneously phase out roundwood exports EZOTI 2023 2026 40000 USD IADB L 8.2 8.2.1 11 2639 08 07 61312 90/10/60 A6.10.3 Establish PPPs for the realization of NTFP production in the interior EZOTI 2022 2025 5000 USD FAO S 9.3 9.3.1 3, 4, 6, 9, 11 2168 08 07 61312 10/40/60/80/90 1, 3, 4, 6, 9, A6.10.4 Allocate geographic center for wood processing plants GBB 2024 2025 40000 SRD Gov budget O 9.2 9.2.1 11 1201 17 35 61205 90/10/60 A6.10.5 Convert SBB into an authority GBB 2023 2024 100 SRD Gov budget O 1 1201 17 02 61206 7000 A6.11.1 Abolish object subsidy on milk and simultaneously introduce subject subsidy LVV 2024 2024 5000 SRD Gov budget O X.21 X.21.1 1, 2 1201 09 16 61001 7000 A6.11.2 Identify and address bottlenecks in agricultural exports LVV 2022 2023 250 SRD Gov budget O 2.a 2.a.1 3, 11 1201 09 07 61001 7000 In PPP context, carry out cultivation of high quality nutritious cut grasses and A6.11.3 moringa for production of livestock, poultry and fish feed at Paranam LVV 2022 2023 50 SRD Private sector PPP X.21 X.21.1 2, 3, 11 1201 09 07 61001 80 A6.11.4 Conduct agricultural census LVV 2026 2026 3544 SRD Gov budget O 2.a 2.a.1 2 1201 09 07 61312 7000 A6.11.5 Operationalize residue and veterinary laboratory LVV 2022 2023 60 USD Gov budget O 2.a 2.a.1 2, 3, 11 1201 09 07 61312 70 A6.11.6 Set up guarantee fund for credit insurance LVV 2024 2024 25000 SRD Gov budget O 2.a 2.a.1 3, 11 1201 09 16 61001 7000 A6.11.7 Expanding butcher training to include research and grower training LVV 2025 2025 300 SRD Gov budget O X.21 X.21.1 4 1201 09 39 61001 7000 A6.11.8 Offering (funding for) Global GAP Certification LVV 2023 2024 924.6 USD Gov budget L 2.a 2.a.1 3, 4, 11 2291 09 13 61001 7000 A6.11.9 Improved training to and education of farmers in PPP contexts LVV 2023 2024 500 SRD Gov budget O X.21 X.21.1 2, 3, 4, 11 1201 09 39 61001 7000 Establishing an identification, registration and traceability system for the A6.11.10 livestock sector LVV 2026 2026 800 SRD Gov budget O 2.a 2.a.1 2, 3, 4, 11 1201 09 39 61001 7000 A6.11.11 Draft and implement labeling standards LVV 2025 2025 200 SRD Gov budget O 2.a 2.a.1 2, 3, 4, 11 1201 09 13 61001 7000 Establish product board for fruit/horticulture (Groningen), poultry (Reeberg) and A6.11.12 possibly poultry LVV 2023 2024 450 USD Gov budget O X.22 X.22.1 2, 3, 4, 11 1201 09 07 61001 50 A6.11.13 Realize department of EMBRAPA LVV 2025 2025 100 SRD Gov budget O 2.a 2.a.1 2, 3, 4, 11 1201 09 07 61311 70 A6.12.1 Establish the rice product board LVV 2022 2022 150 USD Gov budget O X.22 X.22.1 2, 3, 4, 11 1201 09 07 61001 50 A6.12.2 Introduce research output-dependent grant for ADRON and CELOS LVV 2023 2023 450 SRD Gov budget O X.21 X.21.1 9 1201 09 09 61001 7000 A6.13.1 Establish a product board for aquaculture LVV 2024 2024 150 USD Gov budget O X.22 X.22.1 2, 3, 4, 11 1201 09 07 61001 20 A6.13.2 Set up an incentive system for fish processing plants LVV 2023 2023 75 SRD Gov budget O 9.2 X.x.1 2, 3, 4, 11 1201 09 16 61001 20 A6.13.3 Issuing of of health certificates by Fish Inspection Institute LVV 2023 2025 100 SRD Gov budget O 14.7 14.7.1 2 1201 09 13 61001 7000 A6.13.4 Improve fisheries data collection and research to produce stock estimates LVV 2024 2025 50 USD UN S 14.7 14.7.1 2 21 09 07 61312 7000 A6.13.5 Use of Turtle Excluder Devices (TED) and Bycatch Reduction Devices (BRD) LVV 2024 2025 5.5 USD UN S 14.7 14.7.1 2, 6 21 09 11 61312 7000 Decentralize fish inspection and control of fish catches at the various landing A6.13.6 sites LVV 2023 2025 500 SRD Gov budget O 14.7 14.7.1 1 1201 09 18 62432 7000 A6.13.7 Increase food safety awareness through training to stakeholders LVV 2025 2025 120 SRD Gov budget O 14.7 14.7.1 2 1201 09 06 61001 7000 Address illegal, unreported and unregulated fishing activities through the A6.13.8 establishment of IUU task force units in strategic locations BiZa 2022 2025 1100 SRD Gov budget O 14.7 14.7.1 1, 2 1201 02 18 61001 7000 Intensive regional and international cooperation on transboundary fish stocks A6.13.9 and fisheries control BIBIS 2022 2025 67235 USD UN S 14.7 14.7.1 1 21 05 14 61001 7000 A6.13.10 Application of modern fishing technologies and methods LVV 2025 2025 120 SRD Gov budget O 14.7 14.7.1 2 1201 09 07 61001 7000 A6.14.1 Structure the informal gold sector NH 2022 2023 19635 SRD Gov budget O X.6 X.6.1 1, 6 1201 10 23 61001 10 A6.14.2 Allocate specific areas for small-scale gold mining NH 2023 2024 500 USD IADB S X.20 X.20.1 1, 6 2161 10 23 61205 7000 Identify which concession rights have been issued and see what the options are A6.14.3 for revoking them in the event of inactivity NH 2024 2025 300 SRD Gov budget O 16.5 16.5.2 3 1201 10 23 61001 7000 Numbe+B1 Duration Financing SDG (Annex A) Budget code 10:L153r loan / grant / Norm (see Sources of funds Description Ministry Estimate Outcome Indicator Strategic Start End Valuta Source government below) (financing Organization Programs Economic Location (x1000) code code Action Item budget / ppp source) A6.14.4 Establish and roll out rehabilitation plan for degraded areas NH 2024 2025 5500 USD UN/UNDP S 15.1 15.1.1 6 2165 10 11 61206 7000 A6.14.5 Explore options to set up a Surinamese gold company NH 2024 2025 500 USD Gov budget O X.20 X.20.1 3 1201 10 16 61206 7000 A6.14.6 Amendment of Mining Act NH 2024 2025 250 SRD Gov budget O 16.5 16.5.1 1, 3 1101 10 13 61205 7000 Phase out the use of toxic substances and simultaneously introduce more A6.14.7 environmentally friendly techniques for gold mining NH 2023 2025 8500 SRD Gov budget O 15.1 15.1.1 6 1201 10 11 61206 7000 A6.15.1 Continued onshore and nearshore explorations. NH 2022 2025 0 SRD Gov budget O X.20 X.20.1 3 1201 10 23 61001 7000 A6.15.2 Take cost-cutting measures to remain a 1st quartile producer NH 2022 2025 0 SRD Gov budget O X.6 X.6.1 3 1201 10 16 61001 7000 Strengthen internal organization to remain a 1st quartile producer and retain A6.15.3 talent NH 2022 2025 0 SRD Gov budget O X.19 X.19.2 3 1201 10 16 61001 7000 A6.16.1 Conduct value chain analyses per product EZOTI 2022 2026 1000 USD Gov budget O 9.2 9.2.1 3-6, 9-11 1201 08 07 61206 7000 Facilitation and encouragement of local producers whereby certain goods A6.16.2 (investment goods, raw materials and semi-finished goods) obtain reductions or exemptions from import duties MinFin 2023 2024 50 SRD Gov budget O X23 X23.1 3-6, 9-11 1201 07 16 61001 7000 A6.16.3 Modify HS codes EZOTI 2022 2023 50 SRD Gov budget O 16.6 16.6.1 1 1101 08 02 61001 7000 Multilateral A6.17.1 Establish interconnection with neighboring countries OW 2024 2025 165000 USD Loan L X.16 X.16.1 7 26 15 01 61312 7000 Multilateral A6.17.2 Opzetten van meerdere openbaar vervoer knooppunten TCT 2023 2024 73000 USD Loan L X.15 X.15.1 7 26 16 34 61001 7000 Transform public transport from an unconsolidated to a consolidated system, A6.17.3 with the National Transport Company as the operational manager of buses deployed by third parties. TCT 2023 2024 48800 SRD Gov budget O 11.1 11.1.1 1, 2, 7 1201 16 34 61205 7000 A6.17.4 Implementeren herinrichting van de van 't Hogerhuysstraat OW 2022 2023 65000 USD IADB L X.18 X.18.1 3, 4, 11 2291 15 34 62506 70 A6.17.5 Draft, submit, adopt, and promulgate the Port Authority Act TCT 2024 2025 150 SRD Gov budget O X.18 X.18.1 1 1201 16 13 61205 7000 A6.17.6 Submit, adopt and promulgate the Port Act TCT 2022 2022 0 SRD Gov budget O X.18 X.18.1 1 1201 16 13 61001 7000 A6.17.7 Draft, submit, adopt and promulgate maritime legislation TCT 2024 2025 500 SRD Gov budget O X.18 X.18.1 1, 3 1101 16 13 61205 7000 A6.17.8 Support the curriculum of the School of Logistics Training. TCT 2024 2025 750 SRD Gov budget O X.18 X.18.1 2 1201 16 34 62421 7000 A6.17.9 Implementation Port Community System TCT 2024 2025 1000 USD Gov budget O X.18 X.18.1 1, 3 1201 16 34 61312 7000 A6.17.10 Extend and pave the runways of strategic airfields OW 2025 2026 67000 USD IADB L X.17 X.17.1 7 2291 15 34 62507 70/90 A6.17.11 Identify and improve flight safety facilities at airports TCT 2022 2022 5000 USD Gov budget O X.17 X.17.1 7 26 16 34 62509 70/90 A6.17.12 Invest in JAP airport facilities to attract airlines. TCT 2024 2025 35000 USD IADB L X.17 X.17.1 7 2291 16 34 62509 60 Draft, submit, adopt and promulgate legislation to prohibit removal mangrove A6.18.1 and parwa forest that serves as natural protection ROM 2022 2022 150 SRD Gov budget O 14.5 14.5.1 6 1101 19 13 61606 7000 A6.18.2 Update and implement transportation study from 2009 OW 2023 2024 10000 USD Multilateral Loan L 9.4 9.4.1 7 26 15 01 62506 7000 Draft, submit, adopt and promulgate legislation to make approved road and A6.18.3 drainage plan a condition of parceling OW 2024 2025 150 SRD Gov budget O 3.6.b 3.6.b 7 1201 15 01 61606 7000 A6.18.4 Construction of pumping stations and dewatering pumps OW 2025 2026 132000 USD Multilateral Loan L 3.6.a 3.6.a.1 7 26 15 01 62504 7000 Realization of access to Peperpot - Groot-Chatillon, Groot-Chatillon - A6.18.5 Stolkertsijver, Lelydorp - Groningen OW 2024 2025 40000 USD Multilateral Loan L 9.4 9.4.1 7 1201 15 01 62506 7000 A6.18.6 Improve existing and construct new north-south and east-west access roads OW 2026 2026 165000 USD Multilateral Loan L 9.4 9.4.1 7 26 15 01 62506 7000 Conduct feasibility studies for (renewable) energy projects, in which value A6.19.1 creation, employment and accessibility and have a prominent role NH 2022 2022 0 USD Gov budget O 7.2 7.2.1 2a 1201 10 22 62501 7000 A6.19.2 Startup and operationalization of the EAS (restructuring sector) NH 2022 2022 30000 USD IADB L 16.6 16.6.1 2a 2291 10 22 62501 7000 A6.19.3 Amendment of energy law NH 2024 2024 25 SRD Gov budget O 7.2 7.2.1 2a 1101 10 22 62501 7000 Establish guarantee fund for renewable energy business models at household A6.19.4 level NH 2024 2025 5000 USD IADB L 7.2 7.2.1 2a 1201 10 22 62501 7000 A6.19.5 Establishing and rolling out standards for energy efficiency OW 2022 2025 500 SRD Gov budget O 7.3 7.3.1 2a 1201 15 22 62501 7000 Set up micro grid solar projects for 50 villages in the interior through the India A6.19.6 credit line NH 2023 2023 30000 USD India Creditline L 7.2. 7.2.1 2a 2122 10 22 62501 10 A6.19.7 Reduce costs for company connections NH 2023 2023 20 SRD Gov budget O 7.2. 7.2.1 3, 4, 9, 11 1201 10 22 62501 7000 A6.20.1 Phase out object subsidy and introduce subject subsidy on water use NH 2024 2025 100 SRD Gov budget O 7.2. 7.2.1. 2b 1201 10 16 62502 7000 A6.20.2 Expanding surface water treatment projects for consumption NH 2023 2024 40000 SRD Gov budget O 7.2 7.2.1 2b 1201 10 21 62502 7000 Replace, expand, and rehabilitate the water supply system, particularly the A6.20.3 water meters NH 2025 2026 13000 USD IADB L 7.2 7.2.1 2b 2291 10 21 62502 7000 A6.20.4 Submit, adopt, and promulgate the four water laws NH 2022 2022 0 SRD Gov budget O 6.1 6.1.1 1, 2b 1201 10 13 62502 7000 A6.20.5 Implement programs to protect against toxins, pesticides, herbicides, etc. NH 2024 2025 1000 SRD Gov budget O 6.5 6.5.1 2b 1201 10 11 62502 7000 A6.20.6 Conception of policy for the commercial supply of (potable) water to shipping NH 2023 2024 150 SRD Gov budget O 6.1 6.1.1 11 1201 10 21 62502 7000 A6.20.7 Drinking water demand feasibility study 2040 NH 2025 2025 450 SRD Gov budget O 6.1 6.1.1 2b 1201 10 21 62502 7000 A6.21.1 Samenstellen werkgroep voor de implementatie van de NRA aanbevelingen Cabpres 2022 2022 0 SRD Gov budget O X.8 X.8.1 1 1101 02110 02 61001 7000 Prioritize NRA recommendations and develop an implementation plan by the A6.21.2 working group Cabpres 2022 2022 200 SRD Gov budget O X.8 X.8.1 1 1101 02110 02 61001 7000 Draft, submit, adopt, and promulgate a Basic Bank Account Act 8.10.1, A6.21.3 FinPlan 2023 2023 150 SRD Gov budget O 8.1 8.10.2 1, 2 1101 07 16 61001 7000 A6.21.4 Set up incentive system for giro transactions at the business sector FinPlan 2024 2024 150 SRD Gov budget O 16.6 16.6.2 1, 2 1101 07 24 61205 7000 A6.21.5 Introduce cashless payments for social services SoZaVo 2023 2023 150 SRD Gov budget O 16.6 16.6.2 1, 2 1101 12 24 61001 7000 A6.21.6 Establish guarantee fund as incentive for offering riskier financial products FinPlan 2025 2025 5000 USD Gov budget O X.6 X.6.1 3, 4, 9, 11 1101 07 07 61206 7000 A6.21.7 Set up credit registration agency FinPlan 2024 2024 150 USD Gov budget O 16.6 16.6.2 1 1201 07 16 61001 7000 A6.21.8 Introduce VAT FinPlan 2022 2022 5000 SRD Gov budget O 16.6 16.6.2 1 t/m 11 1101 07 16 61001 7000 Instill confidence in the banking system through a deposit guarantee 8.10.1, A6.21.9 FinPlan 2024 2024 1000 USD Gov budget O 8.1 8.10.2 1 1101 07 16 61001 7000 A6.21.10 Unify and simplify tax laws FinPlan 2022 2023 0 SRD Gov budget O 8.3 8.3.1 1 t/m 11 1101 07 16 61001 7000 A6.21.11 Connect information databases of the Tax Administration FinPlan 2022 2023 500 SRD Gov budget O 8.3 8.3.1 1 t/m 11 1101 07 16 62011 7000 A6.22.1 Introduce cashless payments for social support SoZaVo 2023 2024 500 SRD Gov budget O 1.3 1.3.1 2 1201 12 24 61001 7000 A6.22.2 Define and roll out system for Conditional Cash Transfer SoZaVo 2022 2026 1000 SRD Gov budget O 1.3 1.3.1 2 1201 12 24 61001 7000 A6.22.3 Establish a center for the homeless in a PPP context SoZaVo 2023 2024 0 SRD Gov budget O 10.2 10.2.1 2 1201 12 24 61001 7000 A6.22.4 Establish a broad job board based on education and skills AWJ 2023 2024 500 SRD Gov budget O 8.5 8.5.2 3 1201 11 24 61001 7000 Establish and communicate preventive and educational programs for the A6.22.5 prevention and protection of people with disabilities SoZaVo 2024 2025 1000 SRD Gov budget O 10.2 10.2.1 2 1201 12 24 61605 7000 A6.22.6 Determine new minimum wage and poverty line SoZaVo 2022 2023 500 SRD Gov budget O 1.1 1.1.1 2 2172 12 24 61605 7000 Implement "Mi Sa Taki" project 8.7.1, A6.22.7 SoZaVo 2022 2026 700 USD Unicef L 8.7, 16.2 16.2.1 2 12 24 61605 7000 A6.23.1 Submit, adopt and promulgate the Special Investigational Powers Act. JusPol 2022 2022 150 SRD Gov budget O X.8 X.8.1 1 1101 01 04 61001 7000 A6.23.2 Equip and train the anti-cybercrime unit JusPol 2023 2025 5000 USD Gov budget O X.8 X.8.1 1 1201 01 04 61265 7000 Collaboration between the police with municipalities, the Public Prosecutor's A6.23.3 Office, Youth Protection, Education and NGOs in order to provide criminal youth with family counseling or other assistance JusPol 2024 2024 500 SRD Gov budget O 16.1 16.1.1 1, 2 1201 01 18 61001 7000 Provide awareness programs against domestic violence UNFPA abd A6.23.4 JusPol 2022 2025 500 SRD Unicef S 16.2 16.2.1 1, 2 2171/2172 01 18 61001 7000 A6.23.5 Resocializing and counseling detainees. JusPol 2024 2025 1000 SRD Gov budget O 16.1 16.1.1 2 2101 01 04 61001 7000 A6.23.6 Implement phase 2 of the Safe City project JusPol 2023 2024 5000 USD China S 16.1 16.1.1 1 2101 01 18 61311 7000 A6.23.7 Preparation of detainee food by the National Army JusPol 2023 2026 1500 SRD Gov budget O 16.6 16.6.2 1, 2 2101 01 16 61251 7000 Enter into cooperation agreements for joint exercises with armies of other A6.23.8 countries in the interior Def 2023 2026 5000 SRD Gov budget O X.6 X.6.1 1 2101 04 04 61001 7000 A6.23.9 Provide prevention education by KBS within the Education system JusPol 2025 2025 500 SRD Gov budget O nvt nvt 1, 2 2101 01 06 61001 7000 A6.23.10 Adoption and promulgation of the Law "Legal Status of Judges" JusPol 2022 2022 150 SRD Gov budget O X.7 X.7.1 1 2101 01 03 61001 7000 A6.23.11 Automate and digitize processes at the Prosecutor's Office JusPol 2025 2025 500 SRD Gov budget O X.7 X.7.1 1 2101 01 05 62011 7000 A6.23.12 Educate and train judges, court clerks, legal assistants and support staff JusPol 2022 2022 10000 SRD Gov budget O X.7 X.7.1 1 2101 01 03 61206 7000 A6.24.1 Screen the health sector VG 2022 2022 1000 SRD Gov budget O 3.8 3.8.2 1, 2d 2101 14 25 61206 7000 Provide clarity to the private sector on the scope of the Basic Health Insurance 1, 2d A6.24.2 Act and monitor compliance with their insurance obligations VG 2024 2024 500 SRD Gov budget O 3.8 3.8.2 2101 14 25 61001 7000 A6.24.3 Resume the Health in all policies program. VG 2024 2024 500 SRD Gov budget O 3.8 3.8.2 2d 1201 14 25 61001 7000 A6.24.4 Engage in PPPs to establish more sports facilities ROS 2023 2024 50 SRD Gov budget O 3.8 3.8.2 2d 1201 03 36 61001 7000 Investigate and eliminate causes of failure to provide physical education in 2d A6.24.5 schools ROS 2023 2023 100 SRD Gov budget O 3.8 3.8.1 1201 03 07 61001 7000 Measure, compare and report on all levels of sports performance of individuals. 2d A6.24.6 MINOWC 2025 2025 300 SRD Gov budget O 3.8 3.8.2 1201 13 07 61001 7000 A6.24.7 Entering into partnerships to organize sporting events ROS 2025 2025 200 SRD UNICEF S 3.8 3.8.2 2d 2172 03 36 61001 7000 A6.24.8 Implementing Integrated Practice Units through the start of 1 pilot VG 2022 2023 0 SRD Gov budget O 3.8 3.81 1, 2d 1201 14 25 61001 7000 A6.24.9 Introduce sugar tax VG 2023 2024 200 SRD Gov budget O 3.8 3.81 1, 2d 1201 14 25 61001 7000 Duration Financing SDG (Annex A) Budget code Number loan / grant / Norm (see Sources of funds Strategic Description Ministry Estimate Curren Outcome Indicator Start End Source government- below) (financing Organization Programs Economic Location Action Item (x1000) cy code code budget/ppp source) Decentralizing the educational organization MINOWC 2026 2026 1143.75 SRD O 4.1 4.1.1, 1, 2e 12 13 62424 7000 A6.25.1 Gov budget 4.1.2 02 Operationalize the SNTA MINOWC 2022 2022 1200 SRD O 4.1 4.1.1, 1, 2e 12 13 23048 7000 A6.25.2 Gov budget 4.1.2 02 Rationalize accreditation fees MINOWC 2023 2023 500 SRD O 4.1 4.1.1, 2e 12 13 61006 7000 A6.25.3 Gov budget 4.1.2 29 Establish and operationalize an Education Center to "update" learning MINOWC 2024 2025 3000 USD O 4.1 4.1.1, 2e 12 13 62424 7000 A6.25.4 resources and technology for use in education and align them with the needs of 4.1.2 the child Gov budget 07 Incorporate aspects of STREAM and soft skills development in primary, MINOWC 2022 2024 1000 USD O 4.1 4.1.1, 2e, 9 12 13 62424 7000 A6.25.5 secondary and tertiary education Gov budget 4.1.2 02 Offer BSc and MSc at AdeKUS in the fields of information and communication MINOWC 2024 2026 500 USD O 4.3 4.3.1 2e 12 13 61031, 62424 70 technology, supply chain management, international agri-business, and other A6.25.6 studies that support the development of the aforementioned policy areas in the OP Gov budget 29 Set up and operationalize educational information system MINOWC 2025 2026 1000 USD 4.1 4.1.1, 2e 13 62006 7000 A6.25.7 IADB L 4.1.2 2291 06 Update laws and regulations to improve participation in education but also to MINOWC 2026 2026 500 SRD 4.1 4.1.1, 2e 12 13 61006 7000 A6.25.8 leave control of informal education to (recognized) trade unions. Gov budget O 4.1.2 13 Conception and rollout of a distance learning system that takes into account MINOWC 2023 2025 5000 USD 4.3 4.3.1 2e 11, 12 13 62424 7000 A6.25.9 cognition and multilingualism Gov budget O 07 A6.26.1 Accelerate inter-bank payment transactions and with the Central Bank FinPlan 2022 2023 200 SRD Gov budget O 17.1 17.1.1 1 1201 07 16 61001 7000 A6.26.2 Recapitalization of the Central Bank of Suriname. FinPlan 2022 2023 3700000 SRD Gov budget O 17.1 17.1.2 1 1201 07 16 61001 7000 Strengthen commercial banks, through necessary recapitalization and reforms, A6.26.3 after inventory by an independent party, and after the adoption of a Bank Resolution Act, and improving the Bank and Credit Supervision Act. FinPlan 2023 2023 2948600 SRD Gov budget O 17.1 17.1.3 1 1201 07 16 61001 7000 Establish permanent facility to provide liquidity to banks facing temporary deficit A6.26.4 FinPlan 2024 2024 5000 USD Gov budget O 17.1 17.1.4 1 1201 07 16 61001 7000 A6.26.5 Strengthen independent position Central Bank of Suriname. FinPlan 2025 2025 250 SRD Gov budget O 17.1 17.1.5 1 1201 07 16 61001 7000 Strengthen cooperation monetary authorities while respecting each other's A6.26.6 competences. FinPlan 2022 2023 100 SRD Gov budget O 17.1 17.1.6 1 1201 07 16 61001 7000 Introduce penalties for violating the Planning Law, Urban Planning Law, A6.27.1 Agricultural Law, Nature Conservation Law, Nuisance Law and the Building Code Cabpres 2023 2024 300 SRD Gov budget O 11.1 11.1.1 1, 2, 6 1201 02110 01 61001 7000 A6.27.2 Set up database of spatial and environmental information ROM 2022 2022 75 USD Gov budget O 11.1 11.1.1 1 1201 19 01 62011 7000 A6.27.3 Draft, submit, adopt and promulgate the Spatial Planning Law ROM 2023 2024 225 SRD Gov budget O 11.1 11.1.1 1, 2, 6 1201 19 13 61205 7000 A6.27.4 Construction of basins in low-lying areas for rainwater harvesting OW 2025 2025 16000 USD Gov budget O 3.6.a 3.6.a.1 1, 2 1201 15 01 62506 7000 Deployment of PPPs for optimal utilization of Suriname's waterways for A6.27.5 transportation TCT 2025 2025 150 SRD Gov budget O 11.2 11.2.1 7 1201 16 34 62506 7000 A6.27.6 Listing and registration of public lands. ROM 2024 2024 250 SRD Gov budget O 11.1 11.1.1 1 1201 19 35 61237 7000 A6.27.7 Maintaining public lands in a PPP context OW 2022 2022 100 SRD Gov budget O 11.1 11.1.1 1, 2, 6 1101 15 33 61237 7000 A6.27.8 Continue and expand successful housing programs SoZaVo 2022 2023 5000 USD Gov budget O 11.1 11.1.1 2 2309 12 26 61001 7000 A6.27.9 Submit, adopt and promulgate the Apartment Right Act SoZaVo 2022 2022 0 SRD Gov budget O 11.1 11.1.1 2 1101 12 26 61001 7000 A6.27.10 Support SAO and SPWE for the construction industry. AWJ 2023 2023 5000 SRD Gov budget O 8.6 8.6.1 2, 3, 4 1101 11 02 62421 7000 A6.27.11 Start-up of housing projects in PPP context on a small scale SoZaVo 2024 2024 500 SRD Gov budget O 11.1 11.1.1 2 1101 12 26 61001 7000 A6.27.12 Submit, adopt and promulgate the Housing Authority Act Suriname SoZaVo 2024 2024 0 SRD Gov budget O 11.1 11.1.1 2 1101 12 13 61001 7000 A6.28.1 Increase work permit fees AWJ 2022 2022 50 USD Gov budget O X.1 X.1.1 1 1101 11 16 61001 7000 Set up and implement compulsory civic integration courses for migrants who do A6.28.2 not speak the Dutch language. Biza 2024 2024 200 SRD Gov budget O X.1 X.1.1 1 1101 02 02 61001 7000 Shortening procedures for highly skilled migrants who are employable in various A6.28.3 manufacturing sectors and in higher education BIBIS 2023 2025 75 SRD Gov budget O X.1 X.1.1 1 1101 05 07 61001 7000 A6.28.4 Introduce "citizen by investment" mechanism BIBIS 2024 2024 50 SRD Gov budget O X.5 X.5.1 3, 4, 5, 10, 11 1101 05 07 61001 7000 Annex C: Background information per policy area Trade Graphs C1 and C2 (Source GBS, Adaptation: SPS) Exports to Caricom countries Exports to neighbouring countries 2017 2018 2019 2020* Frans-Guyana Guyana Brazilie Trinidad and Tobago 140 120 Saint Lucia 100 USD mln Jamaica Caricom 80 Guyana 60 40 Dominica 20 Bahamas 0 Antigua 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020* 0% 50% 100% : Note:* preliminary data Figure C1: Value and supply chain export product Supply of land, labor, capital, raw Protection of Intellectual materials and Property consumables/attractive production Availability of markets/market access Continuity in availability of machines, utilities and ICT (promoting high speed internet access) Affordable Port, Sea and Air Transport Facilities Minimal costs for good packaging material Export product of Good quality and low Required Control of Phytosanitary, production cost /HFLD Certification Quality, Packaging, brand Health, Environmental Standards Good legal representation and insurance in sales Available and Affordable Storage markets Facilities/Cooling Facilities Storage and distribution in markets Good transport facilities and transport infrastructure Marketing for wholesale and Market research and Science and Fast and cost-effective retail in sales marketing via the Internet technology support customs clearance markets (IT) Education

1. Financing (realization) Graphs C3 and C4 (Ministry of F&P, Source: SPS) Realization of educational programs Completion rate Primary education by gender 1 Completion rate primary education, total (% of relevant group) % realization of educational programs Completion rate primary education, 0.9 female (% of relevant group) Completion rate primary education, male (% of relevant group) 0.8 100 84 0.7 Completion rate 95 Completion rate 82 90 0.6 80 85 Primary education Primary education 0.5 80 78 0.4 75 76 2010 2015 2020 2015 2016 2017 2018 2019 ’ School year ; Of the estimated amount of SRD 3.9 billion f or the implementation of educational programs in the period 2010-2019, approximately 71% was received or realized. In this case, it mainly concerned f unds for f inancing expenditure on the construction of schools, subsidies f or special, special needs and higher education (PTC) and the university (AdeKUS), study grants and student loans, renovation of the education system and improving the quality of education.

2. Completion rate (Indicator 4.1.2) The f ollowing graphs show that of the students enrolled f or the 1st time in the f inal year of primary education and VOJ, between 85% and 90% at 45% and 49% respectively, successf ully completed the school year. For the VOS, this was 23.4 (MICS 2018, girls 27.3% and boys 19.4%). These f igures are higher than the f igures f rom Latin America and the Caribbean, between 98 and 99% at 79 and 80% respectively. Furthermore, it appears that at each level more girls than boys have successf ully completed school. This is where policies are needed to reduce f uture socio -economic imbalances. Graphs C5 and C6 (Source: The World Bank, Adaptation: SPS) Completion rate Primary education by Completion rate Secondary (VOJ) gender eductaion by gender ) Completion rate primary education, total (% of relevant group) Completion rate VOJ, female (% of relevant Completion rate primary education, group) female (% of relevant group) Completion rate VOJ, male (% of relevant group) Completion rate primary education, male (% of relevant group) Completion rate VOJ, total (% of relevant group) Completion rate secondary 100 84 Completion rate secondary 50 80 Completion rate 95 Completion rate 82 48 60 90 46 80 40 85 44 Primary education education edducation 20 Primary education 80 78 42 40 0 75 76 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 School year School year ; Graphs C7 and C8 (Source: The World Bank, Adaptation: SPS) s ) Adjusted Net Enrollment Rate (NER) primary & Net Intake Rate (NIR) grade 1 Participation rate of youth and adults in NIR-grade 1 formal and non-formal education and % adjusted NER primary & NIR grade 1 Adjusted NER primary education training in the previous 12 months, by sex % of youth and adults in formal and non- Proportion of 15-24 year-olds enrolled in vocational 100.0 education, female (%) 90.0 Proportion of 15-24 year-olds enrolled in vocational 80.0 education, male (%) 70.0 formal education and training in the previous 20 60.0 50.0 19 40.0 18 30.0 12 months, by sex 20.0 17 10.0 0.0 16 20102011201220132014201520162017 2010 2011 2012 2013 2014 2015 School year School year ; Trends in the NIR and NER indicate that in the 1st year of primary education and in primary education in general, between 34 and 42 to 10 and 14%, respectively, of young people of of f icial school age did not have access to or did not participate in education. Comparing the f igures in Suriname with those of Latin America and the Cariabic region - where the percentages f luctuated between 24 and 28% (1st grade) to 4 and 5% (general) – the percentages in Suriname were relatively higher. The percentage of youth and adults who had access and participated in vocational education showed a decrease f rom 2010 to 2012 with an alternating increase and decrease in the percentage thereaf ter. However, a valid explanation f or these f luctuations can only be given on the bas is of a scientif ic study into the causes of these f luctuations. Graph 9 (Source: The World Bank, Adaptation: SPS) Perseverance to the last grade, primary education (%) 100 % Perseverance until last 90 80 grade, primary education 70 60 2005 2010 2015 2020 School year ; Annex D: Robustness Analysis Scenario: Joint War Lonely Fighter Lonely journey Bus trip Parameter 1: Working together Everyone for him self Everyone for him self Working together Parameter 2: Revolutionary Clim ate Revolutionary Clim ate Evolutionary Clim ate Evolutionary Clim ate No. Strategic action points C Change Change Change Change A6.7.7 Setting up a monitoring station off the coast xxx xxxx xx x A6.7.8 Converting NDCs into concrete projects by the ministries xxx xxxx xx x A6.7.9 PPPs for setting up a data collection system with co-management of the local xxx xxxx xx x population in order to secure green financing A6.7.9 Introduce carbon tax xxx xxxx xx x A6.10.1 Forest exploitation certification xxx xxxx xx x A6.15.1 Continuing on- and nearshore explorations x xx xxx xxxx A6.15.2 Taking cost-reducing measures to remain a 1st quartile producer x xx xxx xxxx A6.15.3 Strengthening the internal organization to remain a 1st quartile producer and to x xx xxx xxxx retain talent A6.18.1 Draft, submit, adopt and promulgate legislation to prohibit removal of mangrove xxxx xxxx xx xx and parwa forest that serves as natural protection A6.18.4 Install pumping stations and dewatering pumps xxxx xxxx xx xx A6.19.1 Carrying out feasibility studies for (renewable) energy projects, in which value xxxx xxxx xxx xxx creation, employment and local access play a prominent role A6.19.3 Energy law amendment xxx xxxx xx xx A6.19.4 Establishing a guarantee fund for renewable energy business models at the xxx xxxx xx xx household level A6.23.8 Enter into cooperation agreements for joint exercises with armies of other xxxx xx xx xxxx countries in the interior A6.25.9 Conception and roll-out of a distance learning system that takes cognition and xxxx xxxx xxx xxx multilingualism into account A6.28.2 Set up and institute compulsory integration course for migrants who do not xxxx xxx xx xxx speak the Dutch language A6.28.3 Shortening procedures for highly skilled migrants who can be deployed in xxxx xxx xx xxx various production sectors and in higher education Annex E: Maps Figure E.1: Schematic diagram of the main road network in Suriname (Bron: Y. Blufpand) Graph E.1: Population percentage by district (Source: CBB, adaptation SPS) Figure E.2: Demographic map of Suriname Figure E.3: Distribution of schools in Paramaribo and surroundings (Source: MinOWC, Adaptation: SPS) Figure E.4: Overview infrastructure, land, air and water Figure E.5: Traffic jams Paramaribo and surroundings Graph E.2: Number of insured vehicles (P1 t/m P4), from 2013 to 2020 (Source: Central Bank of Suriname, Adaptation: SPS) 290,000 270,124 270,000 Number of insured vehicles (P1 to P4) Projection 250,000 increase 2020- 2050 234,235 230,000 210,000 198,346 190,000 170,000 160,228 158,118 161,280 152,912 149,560 150,000 144,789 146,110 134,335 130,000 2013 2014 2015 2016 2017 2018 2019 2020 2030 2040 2050 Year Figuur E.6: Companies along primary roads (Source: EBS, Adaptation: SPS) Figure E.7: Travel time North - South / East - West Travel time due to the traf f ic junctions and congestion in and around Paramaribo / Wanica is as f ollows:

1. East-West (Fort Zeelandia - 3e Rijweg): • via Keizerstraat 10.3km, 44 min • Via Hendrikstraat 10.9 km, 29 min • Via Kwattaweg 11.2 km, 39 min

2. East – West (Wijdenboschbrug – Adek): • Via Mr J. Lachmonstraat 8.1km, 21 min

3. North - South (Leonsberg to Latour): • Via Fred Derbystraat 16.4 km 36 min • Via Saramaccastraat, Van ’t Hogerhuysstraat 14.6 km 42 min (Leonsberg – Lelydorp) • Via Indira Gandhiweg 26.4 km , 1h 21 m • (Leonsberg – Zanderij) Via Indira Gandhiweg 64.2 km, 1h 52 m • Via MLK highway, Bouterse Highway 65.1 km, 1h 24 m Figure E.8 Distribution of hospitals and RGD polyclinics Page intentionally left blank Page intentionally left blank