Ministry of Industry and Trade Strategic Plan for the period of 2021/22 – 2025/26

1.1. Historical Background................................................................................................................................1

1.2. TBS Mandate. ...............................................................................................................................................1

1.3. Roles and Functions. ..................................................................................................................................1

1.4. Purpose of the Plan. ...................................................................................................................................3

1.5. Approach. .......................................................................................................................................................3

1.6. Layout of the Plan. ......................................................................................................................................3 CHAPTER TWO................................................................................................................................ 4 2.SITUATIONAL ANALYSIS..................................................................................................................................4

2.1. Analysis of Current Vision, Mission and Core Values.....................................................................4

2.2. Review of Relevant Information.............................................................................................................4

2.3. Best Practices and Benchmark...............................................................................................................7

2.4. Result of Service Delivery Surveys. ......................................................................................................8

2.5. Performance Reviews............................................................................................................................. 12 OBJECTIVE A: HIV/AIDS Infections Reduced and Supportive Services Improved........... 12 OBJECTIVE B: Effective Implementation of National Anti-Corruption Strategy. ............... 13 OBJECTIVE C: Enhanced Standardization....................................................................................... 13 OBJECTIVE D: Improved Conformity to Standards. ..................................................................... 14 OBJECTIVE E: Improved Efficiency in Service Delivery............................................................... 15

2.6. Stakeholders Analysis............................................................................................................................. 16 Table 1: Stakeholders Analysis Matrix. ............................................................................................. 16

2.7. SWOC Analysis. ....................................................................................................................................... 19

2.8. Recent Initiatives for Improving Performance................................................................................ 25

2.9. Critical Issues. ............................................................................................................................................ 25 CHAPTER THREE...........................................................................................................................26 3. THE PLAN ........................................................................................................................................... 26

3.1. Introduction................................................................................................................................................. 26

3.2. Mission, Vision and Core Values......................................................................................................... 26

3.3. Objectives.................................................................................................................................................... 26

3.3.1. OBJECTIVE A: HIV/AIDS infections and non-communicable diseases reduced and supportive services improved. .................................................................... 27

3.3.2. OBJECTIVE B: Effective Implementation of National Anti-Corruption Strategy sustained. ................................................................................................................... 27

3.3.3. OBJECTIVE C: Standardization for development of industry and commerce enhanced. ............................................................................................................... 28 ii STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26

3.3.4. OBJECTIVE D: Assurance of safety and quality of products and services enhanced...................................................................................................................................... 29

3.3.5. OBJECTIVE E: Institutional Capacity to Deliver Mandated Functions enhanced...................................................................................................................................... 30 CHAPTER FOUR.............................................................................................................................32 4.RESULT FRAMEWORK..................................................................................................................... 32

4.1. Purpose and Structure............................................................................................................................ 32

4.2. Development Objective.......................................................................................................................... 32

4.3. Beneficiaries of TBS Services. ............................................................................................................. 32

4.4. Results Chain............................................................................................................................................. 32

4.5. Result framework matrix........................................................................................................................ 32 Table 2: Result Framework Matrix...................................................................................................... 33

4.6. Monitoring, Reviews and Evaluation Plan. ...................................................................................... 35

4.7. Monitoring Plan. ........................................................................................................................................ 35 Table 3: Monitoring Plan. ....................................................................................................................... 36

4.8. Planned Reviews...................................................................................................................................... 48 Table 4: Review Meetings. .................................................................................................................... 49 Table 5: Planned Milestones Reviews............................................................................................... 50

4.9. Rapid Appraisals....................................................................................................................................... 53 Table 6: Rapid Appraisals...................................................................................................................... 54

4.10. Evaluation Plan.......................................................................................................................................... 56 Table 7: Evaluation Plan. ........................................................................................................................ 57

4.11. Reporting Plan........................................................................................................................................... 58 Internal Reporting Plan. ......................................................................................................................... 58 Table 8: a) Internal Reporting............................................................................................................... 58 External Reporting Plan. ........................................................................................................................ 58 Table 8: b) External Reporting. ............................................................................................................ 58 APPENDIX 1.................................................................................................................................................. 59 THE FUNCTIONS AND ORGANIZATION STRUCTURE OF TANZANIA BUREAU OF STANDARDS (TBS). .................................................................................................................................... 59 APPENDIX 2.................................................................................................................................................. 60 STRATEGIC PLAN MATRIX........................................................................................................................ 60 iii STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 LIST OF ABBREVIATIONS AIDS Acquired Immune Deficiency Syndrome BoD Board of Directors BoT Bank of Tanzania BRELA Business Registration and Licensing Agency DG Director General DHRA Directorate of Human Resource and Administration DQM Directorate of Quality Management DSD Directorate of Standards Development DTM Directorate of Testing and Metrology EAC East African Community FY Financial Year FYDP Five Year Development Plan GHP Good Hygiene Practice GMP Good Manufacturing Practice GCLA Government Chemist Laboratory Authority HIV Human Immunodeficiency Virus IAU Internal Audit Unit ICT Information and Communication Technology ICTU Information and Communication Technology Unit ISO International Organization for Standardization MoU Memorandum of Understanding MSMEs Micro, Small and Medium Enterprises MTEF Medium Term Expenditure Framework NACSAP National Anti-Corruption Strategy and Action Plan NCD Non-Communicable Diseases iv STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 NEMC National Environment Management Council NSB National Standards Body OPRAS Open Performance Review and Appraisal System OSHA Occupational Safety and Health Authority PMU Procurement Management Unit PVoC Pre-shipment Verification of Conformity to Standards QI Quality Infrastructure SADC Southern African Development Community SDGs Sustainable Development Goals SIDO Small Industries Development Organization SMEs Small and Medium Enterprises SPS Sanitary and Phytosanitary Measures SQMT Standardization, Quality Assurance, Metrology and Testing SWOC Strengths, Weaknesses, Opportunities and Challenges TBS Tanzania Bureau of Standards TDV Tanzania Development Vision TFDA Tanzania Food and Drugs Authority TFS Tanzania Forest Service Agency TIRDO Tanzania Industrial Research and Development Organization TMDA Tanzania Medicines & Medical Devices Authority TRA Tanzania Revenue Authority WMA Weights and Measures Agency WTO World Trade Organization ZFDA Zanzibar Food and Drug Agency v STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 STATEMENT FROM THE CHAIRPERSON OF THE BOARD The 2021/22 to 2025/26 Strategic Plan is anchored on the success and lessons of the previous Strategic Plan (2015/16-2019/20). The Plan sets out outcome-oriented goals and objectives which the Bureau will endeavour to achieve and puts greater emphasis on delivering effective standardization and quality assurance services for the development of industry and commerce in Tanzania. This Strategic Plan portrays the Vision, Mission and Core Values of Tanzania Bureau of Standards (TBS) and the five (5) major objectives that the Bureau will strive to achieve within the next five (5) years. It also sets strategies towards attainment of the objectives that need to be entrenched to achieve the set objectives, namely HIV/AIDS Infections and Non-Communicable Diseases Reduced and Supportive Services Improved; Effective Implementation of National Anti- Corruption Strategy enhanced and sustained; Standardization for development of industry and commerce enhanced; Assurance of safety and quality of products and services enhanced; and Institutional capacity to deliver its mandated functions enhanced. Key performance indicators will be used to track progress towards achievement of the Bureau’s objectives thus contributing to the national efforts towards nurturing industrialization by the year 2025. This Plan provides the systematic implementation of the Bureau’s mandate while taking into account the Standards Act Cap. 130 and its Regulations, Government Blueprint for Regulatory Reform to Improve Business Environment, National Vision 2025, Tanzania Five Year Development Plan II (2016/2017 – 2020/2021), the Ruling Party Manifesto of 2020 – 2025 (Chapter 2, Article 46-49), Integrated Industrial Development Strategy (IIDS), Sustainable Development Goals (SDGs) and sector related policies. It also provides the basis for developing the Bureau’s Annual Medium- Term Expenditure Frameworks (MTEF) for the sake of linking the Bureau’s performance at the sector expectations. On behalf of the TBS Board of Directors, I express deep appreciation of vibrant contribution of all who participated in one way or another in the groundwork and preparation of this Plan, including combined efforts of TBS Management, Workers Council and all staff, technical facilitation from the President’s Office Public Service Management (PO-PSM) and contribution from our esteemed stakeholders. Prof. Riziki Shemdoe PERMANENT SECRETARY MINISTRY OF INDUSTRY AND TRADE FOR: CHAIRPERSON OF THE BOARD OF DIRECTORS vi STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 STATEMENT FROM THE DIRECTOR GENERAL The Tanzania Vision 2025 is aimed at transforming Tanzania into a middle-income country by formulating “a strong and resilient economy that can effectively withstand global competition”. This will be grasped by transforming the country’s economy from depending predominantly on agriculture to semi-industrialized economy with substantial industrial sector comparable to typical middle- income countries. To contribute towards realization of the vision, Tanzania Bureau of Standards will enhance capacity for competitive production through safety assurance and conformity assessment services. Therefore, the major production sectors such as agriculture, manufacturing, oil and gas; social services sectors such as construction, health and education; and the service industry such as transport, finance and communication all need to grow. These enabling services are essential for increased production, competitiveness of products and services, and the wellbeing of the society. Standardization is relevant in every aspect of the society as it provides an engine for economic growth and development. Therefore, for economic transformation to occur, an enabling quality and standards infrastructure is a pre-requisite. Standards not only help to measure but also guarantee the quality of products and services. Tanzania must build capacity for competitive production through the application of Standardization, Quality Assurance, Metrology and Testing (SQMT) with a focus on not only domestic markets but also regional and international markets. In this respect, the Ministry of Industry and Trade through TBS will endeavour to lay the foundation for a sustainable quality and standards infrastructure. This is essential in the promotion and regulation of products and services to enhance competitiveness and consumer protection. This Strategic Plan is therefore expected to direct and drive the momentum for quality innovation and production and marketing of standardized products and services for economic transformation. TBS is committed to building a responsive management system to partner with complementary institutions in creating impact and value addition for the long-term development of the country. Ngenya, A. Y. (PhD) DIRECTOR GENERAL vii STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 EXECUTIVE SUMMARY The preparation of this Strategic Plan is based on TBS’s mandate provided under the Standards Act Cap. 130. The Bureau is mandated to prepare and promote standardization and undertake measures for quality control of the products of all description in industry and commerce. The Bureau is further mandated by the Finance Act No. 8 of 2019 to regulate the safety and quality of food and cosmetic products. By and large, the Bureau is the custodian and overseer of the observance and implementation of standards in Tanzania. This Strategic Plan has taken into account the changes made by the Finance Act No. 8 of 2019, the gaps observed and the limitations experienced during the implementation of the previous Strategic Plan (2016/2017 to 2020/2021). It has also taken into account key Government sector policies and strategies having bearing on the Bureau’s roles and responsibilities, the Ruling Party Manifesto of 2020 – 2025, the Tanzania Development Vision 2025, the Five-Year Development Plan (FYDP II) and the Sustainable Development Goals (SDGS). The Strategic Plan is organized into four (4) chapters. The first chapter covers the TBS organization structure and how the Bureau was established. The second chapter presents a situational analysis describing performance review of the implementation of the previous Strategic Plan (2016/2017 to 2020/2021). Chapter Three presents the actual plan covering key aspects such as mission, vision, core values, objectives, strategies, targets and key performance indicators. Chapter Four covers result framework and monitoring and evaluation plan. This Strategic Plan, which covers the period of 2021/2022 to 2025/2026 guides the Bureau in management and effective utilization of resources in pursuit of standardization, quality assurance and metrology. The Plan describes Mission, Vision, Core Values, Mandate, Objectives, Strategies, Targets and Key Performance Indicators that have been derived from results of situation analysis which provide the reality of the TBS operating environment. The previous mission statement and vision have been improved in this Plan to incorporate issues of safety of food and cosmetics for the purpose of accommodating changes made by the Finance Act No. 8 of 2019. The corporate objectives in this Plan, have been arranged by starting with crosscutting ones as follows: - i)  HIV/AIDS Infections and Non-Communicable Diseases Reduced and Supportive Services Improved; ii) Effective Implementation of National Anti-Corruption Strategy enhanced and sustained; iii) Standardization for development of industry and commerce enhanced; iv) Assurance of safety and quality of products and services enhanced; and v) Institutional capacity to deliver its mandated functions enhanced. Rationale, strategies, targets, milestones and key performance indicators (both immediate output and outcome indicators) have been developed for each objective. Specific, Measurable, Achievable, Realistic and Time-bound (SMART) targets and indicators have also been crafted for each objective so as to facilitate monitoring and evaluation and easy measurement of performance. The monitoring and evaluation plan, a results framework matrix and reporting plan have been developed to bring about responsibility and accountability in the implementation of this Plan. viii STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 CHAPTER ONE 1. INTRODUCTION This chapter gives a short description of the Bureau’s historical background, mandate, roles and functions, purpose of the Plan, approach adopted, layout and structure of the document.

1.1. Historical Background Tanzania Bureau of Standards (TBS) is the national standards body established by the government as part of the efforts to strengthen the supportive infrastructure for industry and commerce sectors across the economy within the country. The Bureau was established by Parliamentary Act No. 3 of 1975 as the National Standards Institute and became operational on 16th April 1976. Subsequently, it was renamed Tanzania Bureau of Standards under Act No. 1 of 1977. On 20th March 2009, the Standards Act No. 3 of 1975 was repealed and replaced by the Standards Act No. 2 of 2009, aimed at giving TBS more powers to oversee the implementation of standards. Tanzania Bureau of Standards is a Parastatal Organization under the Ministry responsible for Industry and Trade. Specifically, the Bureau is mandated to prepare standards, to promote standardization and to undertake measures for quality control of products of all description in industry and commerce. In 2019, the Standards Act No. 2 of 2009, was further amended through Part VII of the Finance Act No. 8 of 2019 through which TBS was tasked with additional mandate of regulating safety and quality of food and cosmetic products in order to protect public health, the functions which were formerly executed by the now defunct Tanzania Food and Drugs Authority (TFDA).

1.2. TBS Mandate According to the Standards Act Cap. 130, TBS is the custodian and overseer of the observance and implementation of standards in Tanzania. Specifically, the Bureau is mandated to prepare standards, promote standardization and undertake measures for quality control of products of all description in industry and commerce. Also, through Part VII of the Finance Act No. 8 of 2019, the Bureau is further mandated to regulate safety and quality of food and cosmetic products.

1.3. Roles and Functions  Pursuant to Section 4 (1) (a-v) of the Standards Act Cap. 130, TBS has the following major functions: a) To undertake measures for quality control of commodities, services and environment of all descriptions and to promote standardization in industry and trade; b) To make arrangements or provide facilities for the testing and calibration of precision instruments, gauges and scientific apparatus, for the determination of their degree of accuracy and traceability by comparison with standards approved by the Minister responsible for Industry and Trade on the recommendation of the Board of Directors of the Bureau, and for the issued of certificates in regard to them; c) To make arrangements or provide facilities for the examination and testing of commodities and any material or substance from or with which, and the manner in which, they may be manufactured, produced, processed or treated; 1 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 d) To approve, register and control the use of standards marks in accordance with the provisions of this Act; e) To grant, renew, suspend, vary or cancel any license issued for the use of any standards mark; f) To assist industries in setting up and enforcing quality assurance and environmental management systems procedures; g) To prepare, frame, modify or amend National Standards; h) To encourage or undertake educational work in connection with standardization quality assurance, metrology, testing and environment; i) To assist the Government or any other person in the preparation and framing of standards; j) To co-operate with other Government agencies, representatives of any industry or any other statutory corporation or person with a view to securing the adoption and practical application of standards; k)  To provide for the inspection, sampling and testing of locally manufactured and imported commodities with a view to determining whether the commodities comply with the provisions of this Act or any other law dealing with standards relevant to those commodities; l) To inspect and register premises in accordance with the provisions of this Act; m) To certify and register food, food products and cosmetics regulated under this Act; n) To act as the custodian of the National Measurement Standards of weights and measures and from time to time adjust, replace or cancel any standards where the adjustment, replacement or cancellation is necessary for the maintenance of conformity to the international standards; o) To be the signatory of the mutual recognition arrangement with other national metrology institutes; p) To collect, publish and disseminate literature and other materials on standardization and other related subjects and to provide facilities for the members of the public to have access to the materials; q) To carry-out, promote or assist in research on standardization and related subjects; r) To participate in, or to make arrangements for conferences, workshops, seminars and discussions on matters connected with the activities of the Bureau; s) To co-operate with regional and international organizations in all matters related to standardization and quality assurance and represent the country in such matters; t) To publish from time to time an updated version of a National Standard for the quantities and units of measurement to be used, which shall be in conformity with the latest version of the International System of Units; 2 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 u) To undertake Pre-Shipment Verification of Conformity (PVoC) to standards; and v) To do all other acts and things, and enter into any transactions, which are, in the opinion of the Board, expedient or necessary for the proper and efficient discharge of the functions of the Bureau. In the performance of its functions, the Bureau has infrastructure to promote trade, health, safety, environment and general welfare of the people of the United Republic; and maintains, as far as may be practicable, a system of consultation and co-operation with any of the body established by or under any written law and having functions similar or relating to industrial or commercial standards generally.

1.4. Purpose of the Plan This Strategic Plan aims at improving the Bureau’s performance and service delivery by facilitating creation of a more relevant institutional structure. Also, the Plan aims at increasing levels of institutional, departmental and individual accountability through improved transparency and communication between management, employees, clients and other stakeholders. It establishes priorities for efficient and effective resource allocation.

1.5. Approach This TBS Strategic Plan was developed in participatory working sessions involving facilitators from the President’s Office, Public Service and Good Governance as well as making use of performance results from the previous Strategic Plan. This exercise also involved review of the Strategic Plan of 2016/2017 to 2020/2021 with reference to Sustainable Industrial Development Policy (SIDP) 1996-2020, Small and Medium Enterprise Development Policy 2003, National Trade Policy 2003, the Standards Act Cap. 130, Government Blueprint for Regulatory Reform to Improve Business Environment, the Ruling Party Manifesto of 2020 – 2025, the Tanzania Development Vision 2025, the Five Year Development Plan (FYDP II) of 2016/2017- 2020/2021, the Sustainable Development Goals (SDGS) and the Integrated Industrial Development Strategy (IIDS). The Plan also took into consideration the situational analysis which involved carrying out performance review of the previous SP, SWOC analysis, stakeholders’ analysis and identification of critical issues. The identified critical issues were the basis for reviewing TBS vision, mission, objectives and core values and coming up with the revised strategic objectives. Strategies, targets and key performance indicators at all levels were also developed.

1.6. Layout of the Plan This document is organized into four chapters. Chapter One entails the historical background, mandate, roles and functions; the chapter also contains the purpose, approach and layout of the Plan. Chapter Two looks at the situational analysis and provides revised vision, mission and core values. The chapter also outlines the review of relevant information, best practices and benchmark, performance review, stakeholders’ analysis, SWOC analysis, recent initiatives and critical issues. Chapter Three presents the Plan, whereby the chapter looks at the objectives, strategies, targets and performance indicators. Chapter Four presents in details the results framework. Hence it provides the purpose and structure, the development objective, beneficiaries of TBS services, monitoring and planned reviews, rapid appraisals and reporting plan. 3 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 CHAPTER TWO 2. SITUATIONAL ANALYSIS This chapter presents analysis of the implementation of the previous Strategic Plan which was implemented by Tanzania Bureau of Standards, concentrating on the objectives that fall under the mandate of TBS. It also highlights on analysis of current vision and mission, review of relevant national planning frameworks, sector and cross cutting policies, stakeholders’ analysis, SWOC analysis, recent initiatives and critical issues undertaken by the Bureau.

2.1. Analysis of Current Vision, Mission and Core Values Current Vision ‘To be a centre of excellence in standardization, quality assurance and metrology services in Africa’ The analysis of this Vision depicts the following: - i) The mandate has changed by adding the safety issue for food and cosmetics that needs adoption. ii) T he mandate orders TBS to be the custodian and overseer of the observance and implementation of standards in Tanzania not Africa as it is in the current Vision. iii) The uptake of reference in the Tanzania Development Vision 2025 is missing. Current Mission “To provide and promote standardization, quality assurance and metrology services for sustainable socio-economic development”. The analysis shows that the mission has the following shortcomings: i) The Mission lacks the strategic means to deliver the core business of TBS. ii) The Mission lacks information on to whom TBS provides its service that according to the mandate is industry and commerce.

2.2. Review of Relevant Information Review was made on different national frameworks, plans and policies to identify relevant issues that assisted in preparation of TBS Strategic Plan. The review made included the following: - a) Sustainable Industrial Development Policy (SIDP) 1996-2020 SIDP 1996 – 2020 recognizes the importance of TBS in development of industries in the country. The policy, among others, provides for promotion of standards and quality assurance in order to improve competitiveness of industrial products both in the domestic and export markets. In doing so, the Government will: - i) Strengthen the implementation of national standards and quality assurance as well as weights and measures ( metrology) by provision of more legal power, adequate facilities and equipment and manpower; ii) Promote the formulation of new standards; iii) Allow qualified quality assurance units through ways of accreditation in areas of specialization; and iv) Develop the packaging technology. 4 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 b) Small and Medium Enterprise Development Policy 2003 This policy recognizes the Bureau as one of the institutions which play an important role in promoting SMEs development. The policy provides that “various institutions were established to support enterprise development in Tanzania. These institutions cater for the whole enterprise sector including SMEs. They include the Tanzania Bureau of Standards (TBS) mandated to promote standards”. c) National Trade Policy 2003 The National Trade Policy 2003 recognizes that Tanzania Bureau of Standard as a public institution, will assist the Ministry responsible for Industry and Trade in regulating trade related issues in the country. The policy provides that “Technical Barriers to Trade (TBTs) and Sanitary and Phyto-sanitary (SPS) measures and other standards, are used as instruments of trade policy to authenticate the quality and specification of imports and exports in conformity with international safety requirements and regulations that largely aim at consumer protection. Tanzania has developed a combination of mandatory and voluntary standards, some of which have been adopted from International Standards Organizations (ISO)” to support competitiveness and market-led economy. The policy further provides that measures will be undertaken to protect the consumers against sub- standard and harmful products. d) The Standards Act Cap. 130 Tanzania Bureau of Standards mandate and functions are drawn from the Standards Act Cap. 130 which gives the Bureau powers to perform its duties. Part II of the Standards Act stipulates the establishment and functions of the Bureau. It also stipulates that the Bureau shall be the custodian and an overseer of observance of standards in Tanzania, by performing all necessary actions legal or otherwise to discharge its duties to include that of regulating safety and quality of food and cosmetic products. e) Government Blueprint for Regulatory Reform to Improve Business Environment The Blueprint for Regulatory Reforms to Improve the Business Environment issued in January 2018 provides the Government’s main framework for enabling a holistic review of business-enabling environment (BEE) in order to improve the business climate in Tanzania. It presents key challenges affecting the business environment in Tanzania along with a set of recommendations for reform to put in place a more business-friendly environment. T he key findings and recommendations of the Blueprint emphasize the principal reforms towards separation of revenue motives from the regulatory rationale of regulatory agencies, thus consolidating similar regulations and removing overlaps as well as treating regulations as an integral part of trade policy, competitiveness, protection of consumers and safeguarding the public goods. TBS considers the Blueprint in a positive direction because the Bureau supports the Government’s intention to improve business environment in the country by reducing multiple regulatory procedures to be followed by the business community. The Bureau has entered into Memorandums of Understanding (MoUs) with other regulatory organizations to ensure that business environment is improved. The institutions with which TBS has entered into MoU include Small Industries Development Organization (SIDO), Fair Competition Commission (FCC), National Institute of Transport (NIT), Tanzania Communications Regulatory Authority (TCRA), Zanzibar Bureau of Standards (ZBS), Tanzania Meat Board (TMB), Tanzania Dairy Board (TDB), College of Business Education (CBE) and Security Codes (GS1). 5 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 f) The Ruling Party Manifesto of 2020 – 2025 (Chapter 2, Article 46-49) The Ruling Party Manifesto of the year 2020 – 2025 recognizes that business environment is a drive towards industrialization and development of other economic and social sectors. In the period between 2020 and 2025, the Ruling Party will direct the government to continue improving business environment in the country. The manifesto requires the government to assist, nurture and create friendly environment for industries and investors by reducing the cost of doing business in Tanzania and prioritizing regional trade, i.e., trade within the East African Community (EAC), the Southern African Development Community (SADC) etc. through implementation of the Blueprint for Regulatory Reforms to Improve the Business Environment. TBS will comply with all directives given towards improvement of business environment in the country. Moreover, the Bureau will continue abiding by the government initiatives on removing/reducing unnecessary fees and charges imposed during service provision, hence providing support in the implementation of Business Environment Action Plan (BAP). g) Tanzania Development Vision 2025 Tanzania Development Vision 2025 stemmed from social and economic reform measures taken in response to the economic crisis of the 1980s, which resulted from failure of earlier development policies and strategies which were not compatible with the principles of a market-led economy and technology-driven development. Hence the vision is aimed at transforming Tanzania into a middle-income country by formulating a “strong and resilient economy that can effectively withstand global competition” and transforming the country’s economy from depending predominantly on agriculture to a semi-industrialized economy with substantial industrial sector comparable to typical middle-income countries (Chapter 3, page 13). h) Five Year Development Plan (FYDP II) OF 2016/2017 – 2020/2021 The Five-Year Development Plan (FYDP II) of 2016/2017- 2020/2021 aims at “Nurturing Industrialization for Economic Transformation and Human Development”, with the main objective adopted from Vision 2025 of building a base for transforming Tanzania into a semi-industrialized, middle income country. This was viewed as only possible to be achieved through, among others, fostering economic growth. The Bureau has set itself a challenge to be one of the key players in the economy by facilitating trade through improving standardization and quality assurance services (Chapter 4: Strategic Interventions for Industrialization and Human Development, page 82 – Enabling environment: ease of doing business). i) Sustainable Development Goals (SDGs)  Sustainable Development Goals (SDGs) are a universal set of goals, targets and indicators that, as a UN member state, Tanzania is required/expected to use to frame its agendas and political policies over the next 15 years from 2015. They were developed by the United Nations Development Programme (UNDP) which is one of the leading organizations working to fulfil the SDGs by the year 2030. TBS has an obligation through SDG number 9 which aims to help create economies with resilient infrastructure and promoting inclusive and sustainable industrialization in line with Tanzanian FYDP II and TDV 2025. The Bureau has a mandate to monitor innovation through technological progress and infrastructure while promoting sustainable industries, through its mandate of standardization and quality assurance to facilitate sustainable development. j) Integrated Industrial Development Strategy (IIDS) Integrated Industrial Development Strategy (IIDS) has a vision to build an internationally competitive business environment through the formation of an industrial infrastructure 6 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 and transformation of Tanzania into an industrial and logistics hub of East and Central Africa. The Strategy acknowledges that this could only be achieved through expansion and extension of existing development corridors and the creation of an export-import platform; and promotion of rural industrialization through an agriculture development-led industrialization. It further emphasizes on growth opportunities for all growth-oriented Micro, Small and Medium Scale Enterprises and Entrepreneurs through provision of attentive supporting measures. IIDS target is for Tanzania manufacturing sector to grow on an average of 15 % per annum and attain a gross manufacturing value of 16 billion US Dollars and 23% share in GDP composition by 2025 (Chapter 1, page 1). k) National Anti-Corruption Strategy The Government of Tanzania has emphasized that Good Governance is a priority in achieving National Development Goals. Good governance will always be the factor in promoting and strengthening peace and stability, economic growth, social welfare and poverty reduction in the country; and generally, in the implementation of various improvements in the Public Sector, such as Public Service, Public Finance Management, Legal Sector and Local Governments. One of the instruments to ensure good governance is National Anti-Corruption Strategy. The Anti-Corruption Strategy mainly targets strengthening effectiveness, transparency and accountability of service delivery in the Public Sector; effective implementation strategies for the fight against corruption; building capacity for fighting against corruption; and having effective political leadership in the fight against corruption. The Bureau recognizes that it must be a corruption-free area, hence, it will continue strengthening anti-corruption mechanism. l) HIV/AIDS and Non-Communicable Diseases Guideline of 2014 HIV/AIDS was announced a national calamity in the year 1999. To date, several initiatives have been taken by the Government in reducing infection rate through provision of care and support as well as creation of awareness to the general public. Furthermore, non-communicable diseases have been earmarked as a threat to social economic development in the country. Hence, as a means of protecting public health the Government through its public institutions is supposed to provide care and support in fighting against non-communicable diseases at the workplace. TBS as a Government institution abides by the requirements provided under Chapter 3 of the guideline. In doing so, the Bureau sets funds for provision of care and support as well as creating awareness to its staff in fighting against HIV/AIDS and non-communicable diseases.

2.3. Best Practices and Benchmark  The Quality Infrastructure (QI) composed of Standards, Metrology, Accreditation and Conformity Assessment (inspection, certification and laboratory testing) enables the enhancement of the competitiveness of local industries, promotion of fair trade and protection of health and safety of the consumers, including prevention of trade in sub-standard goods. The QI is important to an economy in a number of interdependent ways which support economic development through the production of competitive products and also enhance the quality of life through the promotion of safety, quality, health and environmental protection. The coordination of the provision of standards, metrology and conformity assessment 7 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 services in Tanzania is mandated to Tanzania Bureau of Standards (TBS) through the Standards Act Cap. 130. The World Trade Organization (WTO) agreement on Technical Barriers to Trade (TBT) recognizes that standards and conformity assessment systems improve efficiency of production and facilitate the conduct of international trade and therefore encourages the development of such systems nationally. The EAC Region through the SQMT Act provides for flexibilities in implementation of Quality Infrastructure (QI) and points out that objectives of QIs must be fulfilled by the National Standards Bodies (NSB) and practices of quality systems. The national standards can be designated in such a way as a single institution combining a number of responsibilities or two or more institutions each with its own designated responsibilities. For this case, Tanzania adopted the model for a single institution, that is TBS, to carry out standards, conformity assessment and metrology. In addition, TBS handles all matters on WTO Sanitary and Phyto-sanitary (SPS) Measures for food safety, animal health and plant health. The consolidated model of the QI is also practiced in Uganda, Rwanda, Mozambique, Botswana and Kenya, to mention but a few. However, there is a slight difference on how the functions are managed in the country’s NSB and other countries combine legal and industrial metrology within one institution. Moreover, unlike Tanzania, other countries handle matters related to WTO SPS and WTO TBT in separate institutions. The international best practice is to isolate standards, conformity assessment, metrology and accreditation in order to avoid conflict of interest. This model is expensive to implement for less developed countries although some countries are trying to migrate to the international best practice such as South Africa, Egypt, Ethiopia and Nigeria as examples.

2.4. Result of Service Delivery Surveys

2.4.1. Customer Satisfaction Survey  Tanzania Bureau of Standards (TBS) engaged Tanzania Industrial Research Development Organization (TIRDO) to conduct Customer Satisfaction Survey as per the requirement of ISO 9001:2015. The survey aimed at examining the customer satisfaction level on TBS’s internal and external customers as well as the general public. It addressed the factors that contribute or hinder effective and efficient customer service delivery for services offered by the Bureau and also highlighted priority issues that need to be addressed in order to make the Bureau more customer-centric. The survey was conducted in 9 regions for two (2) consecutive years (2016/2017 and 2017/2018) namely Mara, Dar es Salaam, Mbeya, Arusha, Iringa, Mwanza, Tanga, Tabora and Morogoro. Moreover, in the Financial Year 2019/2020 the study was conducted in 9 other regions namely Coast, Manyara, Kilimanjaro, Singida, Dodoma, Simiyu, Kagera, Katavi and Ruvuma, wherein internal and external customers and the general public were interviewed on their satisfaction on services delivered by TBS. The survey was guided by the following specific objectives; i) To examine the level of satisfaction of TBS services to its customers; ii) To compare the overall service delivery with related organizations; iii) To identify areas of focus to improve on TBS service delivery; iv) To identify opportunities for TBS; v) To analyze the awareness level of TBS and its services to the general public; 8 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 vi) To analyze the image of TBS and perception of the general public; and vii)To identify public opinion on substandard goods and way forward. The data was collected through questionnaires, face to face interviews and focus group discussions. Questionnaires were used to collect both qualitative and quantitative data while the focus group discussions were used to collect only qualitative data. T he sample size covered in the survey for the financial years 2016/2017, 2017/2018 and 2019/2020 was: TBS employees (454); TBS external customers (305); and general public (2004). The research findings revealed the following: a) External customer satisfaction on average for the surveyed years was 88.9% while employees’ level of satisfaction was 70.3%. b) The overall service delivery of TBS compared to other institutions which perform related activities or work closely/in collaboration with the Bureau such as TFDA, OSHA, NEMC, GCLA, BRELA, GS1, ZFDA, TMDA, TFS, BoT, WMA, TRA, SIDO, with respect to timely service delivery, customer care, professionalism and workers’ integrity, is comparable to the aforementioned institutions. Nevertheless, timely delivery of services and awareness creation were highly recommended for improvement for good performance. c) Areas of focus for improvement were to increase number of human resources, improve remuneration, effective communication and feedback, customer care training, reinforcement of regulations and by-laws, improve work environment, create more opportunities for career development, provide more opportunities on training and skill development, create awareness on TBS services to internal and external customers, and the general public, develop standards for products with no standards, expand laboratory services to zonal offices and improve service delivery system so as to shorten turnaround time. d) T he identified opportunities include establishment of communication system between TBS and the public, opening of regional offices and laboratories, raising awareness to the public, providing export permit to all exported goods, introducing quality and standardization courses in school curriculum, providing standards mark for all goods (domestic and imported) and recognizing enterprises with high quality products. e) T he public awareness on TBS services was examined on whether the public has ever heard of TBS, was aware of TBS responsibilities, and the ability to differentiate between the TBS logo and the standards mark. More than 90% of respondents seemed to be aware (heard) of TBS existence, whereby more than 60% were informed through media. The findings further showed that, about 47% of respondents are aware of services offered by TBS ( responsibilities) although some still confuse TBS responsibilities with other institutions’ responsibilities and above 60% could differentiate the TBS logo from the standards mark. f) The image of the Bureau to the general public is perceived good by the majority of the respondents (67.2%) and viewed as an organization very relevant to producers and the general public having a role of supporting business and protecting consumers. 9 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 g)  General public seemed to confuse between substandard and counterfeit (fake) goods, though findings revealed 44.1% of respondents to be aware of substandard goods and suggested TBS to perform effective inspection, reinforce regulations and by-laws, strengthen control at points of entry and educate the general public to shun substandard goods. T he studies concluded that overall TBS customers were satisfied with the services offered by the Bureau, TBS services are reliable and accessible, the image of the Bureau to the general public is good, the quality of services provided by TBS is comparable to the quality of services provided by related institutions and the general public’s awareness about TBS is high, although some confuse the Bureau’s responsibilities/services with those of other institutions. However, very few respondents were aware of substandard goods and confused them with fake goods. Generally, the performance of TBS is satisfactory. It was recommended that TBS should expand laboratory services to zonal offices, raise awareness on its services to internal, external and general public, improve system of service delivery to shorten turnaround time, reinforce regulations and by-laws, launch an educational programme starting from primary school, enforce standards for food products produced by SMEs, train staff on customer care, improve staff remuneration and working environment and increase the number of human resources.

2.4.2. Impact of Standards on Industrial Products Tanzania Bureau of Standards (TBS) conducted an evaluation for the Five Years Strategic Plan (2016/2017 – 2020/2021) on Impact of Standards on Industrial Products. The study was conducted in 7 regions of Tanzania namely Dar es Salaam, Coast, Arusha, Dodoma, Tanga, Mbeya and Mwanza and reached 271 industries. The study was guided by three specific objectives, namely: i) Analyzing if standards are used in production; ii) Examining whether there are changes in sales after application of standards; and iii) Examining whether the products are exported or sold in local markets. The survey employed a quantitative approach in which purposive sampling was done using a guiding list of industries and regions shared by TBS. The questionnaires were physically and virtually administered and results later analyzed using the STATA program. T he study findings are discussed in two major categories namely background findings and key findings. In the background findings, the study reveals that there were more small and large industries than were medium scale industries. The majority of the industries (62%) were certified. The Coast region had more small industries while Dar es Salaam dominated the medium and large industries categories in the key findings. The study reveals that there is a wide use of product standards by the industries. However, the majority do not use system standards. Generally, 100 industries had at least one of the 3 10 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 system standards (ISO 22000, ISO 9001:2015 and HACCP) while 171 had none of the three system standards investigated by the study. For the product standards, 62% were seen to be using the standards. The main reasons for not using the standards were given as lack of awareness, non-existence of the required standards and the process of acquiring the standards. The study also established that 87% of the respondents who use TBS standards purchase them physically from the TBS offices while only 7% purchase them online. In the five years of the Strategic Plan for 2016/17 – 2020/21, TBS developed 1,608 standards. However, the study established that only 150 standards were being used by the industries out of which only 30 standards were part of the 1,608 developed in the Strategic Plan period. In examining the impact of standards on the sales and markets of the industries, the study established that it was a bit difficult to quantify monetary impact of conformity to standards in the industries’ sales. However, the industries listed the main impact of using standards as winning customer confidence and trust followed by ease of market access. For all categories, the local market is still a dominant destination. For the small industries category, 79.6% sell their products in the local market only while for the large industries 54.4% sell their products in both local and export markets. In conclusion, the survey confirms that the standards are used by the industries and that there is an impact of the standards on the sales and market access by the industries. However, there is a general need for awareness sensitization and facilitation of increased access to standards by the industries. The study also reveals that there lies a potential in using standards for the export market, a potential that has not been tapped, hence, the small number of industries in this market. It was recommended that; i) TBS should increase its sensitization and awareness campaigns on standards; ii) TBS should play a more facilitating role to enhance increased standards compliance by industries; iii) TBS should regularly review standards to ensure that they are compatible with the current market and technological changes; and iv) T he TBS database on standards and industries should be made more user- friendly and be consistent in presentation.

2.4.3. Level of Awareness on Product Quality Tanzania Bureau of Standards conducted an evaluation for the Five Years Strategic Plan (2016/2017 – 2020/2021). The purpose of the evaluation was to provide inputs for the development of a new Strategic Plan (2021/22- 2022- 2025/26). One among the items that were expected to feed the new Strategic Plan was the understanding of the level of awareness on product quality among consumers. In order to gather data on the same, TBS arranged for a countrywide survey that took place in ten administrative regions of Dar es Salaam, Mtwara, Iringa, Manyara, Kilimanjaro, Mara, Mwanza, Kagera, Kigoma and Tabora. The study was guided by three specific objectives, namely: i) Examining whether consumers are quality conscious when purchasing products; 11 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 ii) Determining what consumers perceive as quality products; and iii) Examine the consumer preference and consideration when purchasing a product. A total of 1028 consumers were interviewed using a developed questionnaire that captured the level of awareness on product quality. T he analysis was done by constructing attributes that capture the specific objectives of the study to obtain their relative importance across regions. Out of the ten regions studied, nine (90%) were found to be conscious with expiring dates, except for Iringa region where it is the unique features of a product that arouse their suspicion. Further, regarding consumer perception of quality products, two results were predominant. For Tabora, Kigoma, Kagera, Mara and Iringa regions, consumers consider “products that fit their specifications” as being quality products, whereas results from Mwanza, Dar es Salaam, Mtwara, Manyara and Kilimanjaro revealed that “products with standards marks” are the ones that are of good quality. With regard to consumers’ considerations when purchasing a product, there were varied opinions among the given options. The regions of Tabora, Kigoma, Kagera, Mwanza, Dar es Salaam and Kilimanjaro reported “value for money” as being a consideration for purchasing a product while quantity consideration was reported for Iringa and Manyara regions. Brand and packaging considerations were predominant in the regions of Mara and Mtwara respectively. It was recommended that; i) T he Tanzania Bureau of Standards (TBS) should open offices/branches in all regions in Tanzania to facilitate inspection and monitoring of products quality. Currently, TBS has got offices in a few selected regions; ii) TBS should improve enforcement and surveillance inspections especially at borders; iii) TBS should make sure that label information on products is visible and readable (use big letters and/or coloured labels/standards mark); iv) TBS should make sure that all products approved by TBS and bearing the standards mark comply with respective requirements and are in good quality; v) TBS should come up with strategies on how to reach Micro, Small and Medium Enterprises (MSMEs) whose products do not bear the TBS standards mark of quality but are in the market; and vi) TBS should improve reporting system particularly on how to receive complaints or feedback from consumers. Currently people are unable to report as they do not know where to report on such matters.

2.5. Performance Reviews The activities related to regulatory services as per the previous Strategic Plan 2016/2017 to 2020/2021 were evaluated to determine their achievement, performance, challenges and way forward as follows: OBJECTIVE A: HIV/AIDS Infections Reduced and Supportive Services Improved Achievements i) The Bureau has incentive support for HIV positive staff by providing them with monthly special allowance. 12 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 ii) Internal HIV/AIDS Policy was prepared and operationalised as a tool for preparing and implementing HIV and AIDS preventive programme. iii) A total number of 403 staff attended Voluntary Counselling and Testing on HIV. The screening revealed that, three (3) members of staff which is 1% of the total staff were HIV positive. Besides that, in 2016/2017 to 2020/2021 a total of eight (8) HIV/AIDS awareness seminars were conducted whereby 5 were held at the Bureau’s headquarter, and the remaining three seminars were conducted in Dodoma, Mtwara and Mbeya regions. iv) Staff participated in the World HIV/AIDS Day on 1st December each year to build awareness. Constraints i) Scarcity of funds led to inadequate HIV/AIDS seminars to be conducted to the zonal and border offices Way forward i) Sustainable awareness programme in voluntary HIV testing to staff. ii) Review of HIV/AIDS Internal Policy. iii) Create awareness on non-communicable diseases to staff. OBJECTIVE B: Effective Implementation of National Anti-Corruption Strategy Achievements i) Regular awareness programmes on corruption issues and implementation of internal Anti- Corruption Action Plan and National Anti-Corruption Strategy, Action Plan (NASCAP III 2017 – 2022) and other governing laws and regulations were given to 232 Staff. ii) A total number of 626 staff took oath. The process alerts staff on the importance of defending the Public Service and declaring commitment against corrupt practices. Constraints i) Absence of Internal Policy regarding Code of Ethics and Integrity Way forward i) Development of Internal Policy regarding Code of Ethics and Integrity ii) Increase awareness on Anti-Corruption to Staff iii) Establishment of whistle blowing mechanism OBJECTIVE C: Enhanced Standardization Achievements i) Increased number of national standards developed from 1500 to 2675 from 2016/2017 to 2020/2021 which is 78% increase. Among those developed standards 514 are harmonized standards and 350 are adopted standards. The increase of harmonised standards has strengthened international cooperation on standardisation, quality assurance and metrology services which has improved access across borders market and strengthened the national economy. The achievement has also ensured protection of human health and safety. ii) Increased quality products to consumers as an impact of uptake of standards by MSMEs. iii) 159 training seminars were conducted to MSMEs where 12,395 MSMEs were trained for the purpose of capacity building in order to access domestic and international markets through standardization. The number of MSMEs trained increased from 4,712 to 7,683 which supported the level of stakeholders to access domestic and international markets. 13 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 Constraints i) Inadequate expertise in particular economic subsector ii) Low participation of targeted trainee groups Way forward i) Training to available standards officers to improve their expertise ii) Improve expert participation in standards development process iii) Enhancement of stakeholders’ participation in standards development process ( public review) iv) Improve collaboration with other relevant authorities in conducting training v) Translation of developed standards into Swahili language for easy understanding and acceptance to all groups OBJECTIVE D: Improved Conformity to Standards Achievements i) 25 awareness programmes through various methods such as advertisements and special media programs in different media including social media platforms, community awareness campaigns in 27 districts, documentaries, community radios and 290 awareness training were conducted to the public for promotion of standards, quality assurance and metrology services to build quality culture to stakeholders and the general public. ii) 1,367 certificates were issued to local manufacturers; this increases the level of compliance for locally manufactured products and protects consumers’ safety, health and the environment and ensures value for money as far as economy is concerned. Also, certification build confidence in implementing conformity assessment and metrology services. iii) T he number of samples tested to assess conformity of products to national, regional or international standards has increased from 22,909 in FY 2016/2017 to 34,464 in FY 2020/2021, which is equivalent to 50% increase. This achievement promoted quality products in the market for consumers and the general public. iv)  The number of measurement instruments calibrated against national standards for conformity assessment has increased from 5,774 in FY 2016/2017 to 9,125 in FY 2020/2021 which is equivalent to 58% increase of measurement instruments calibrated. These enabled industries to control quality of products and service to be consumed by stakeholders. v) T he number of accredited laboratories has increased from 4 in FY 2016/2017 to 7 in FY 2020/2021 which is equivalent to 75%. This has gained trust to national and international community therefore paving way for access to the international market. vi) T he number of proficiency testing/inter-laboratory comparisons has increased from 22 in FY 2016/2017 to 46 in FY 2020/2021 which is equivalent to 209%. This has increased trust to foreign and international laboratories. vii)T he number of equipment procured has increased from 49 in FY 2016/2017 to 112 in FY 2020/2021 which is equivalent to 129%. This improved service delivery by reducing turnaround time. viii)T he number of standards mark licenses issued has increased from 851 for five previous years (2011/12 – 2015/16) as compared to 1,657 licences issued from 2016/17 – 2020/21 which is equivalent to 94.7%. Standards mark licences facilitate trade and build confidence among customers. ix)  The number of exporters who were supported through technical assistance to exporters (TAE) has increased from 20 in FY 2016/2017 to 58 in FY 2020/2021 which is equivalent to 190%. This enhanced the market penetration to regional and 14 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 international markets which improved the wellbeing and recognition of the MSMEs in international market. x) T he number of applications for management system certification received has increased from 2 in FY 2016/2017 to 10 in FY 2020/2021. System certification facilitates trade and builds confidence among customers. Constraints i) Existence of porous borders (unofficial entry points) which leads to illegal importation of substandard products. ii) Failure of manufacturers to produce goods which are not in compliance with standards requirements due to lack of skills, technology and equipment. iii) Poor participation of stakeholders in formulation and implementation of standards. iv) Inadequate number of staff to carry out training and certification for Quality Management Systems. Way forward i) Improve coverage and intensity of conformity to standards ii) Improve service delivery through decentralization of laboratory services iii) Opening of more border offices iv) Signing of MoU with other authorities for easy execution of TBS services and minimization of costs to clients OBJECTIVE E: Improved Efficiency in Service Delivery Achievements i)  Automated Management Information System which has eased Standardization, Quality Assurance, Metrology and Testing services e.g.:   Online Application System which is used for application of import clearance permits, food and cosmetics premise registration as well as food and cosmetics products registration;   Electronic Payment System (ePS) which is used for generating debit advice; and   ISQMT which is used for online standards development processes, sample registration, generating and sending test reports to customers as well as issuance of batch certificates. ii)  Strengthened standardization, quality assurance, testing and metrology services influenced increasing of own source revenue, e.g., in Financial Year 2016/2017 Tsh 40,109,197,000/= was collected and in Financial Year 2019/2020 Tsh 46,580,988,467/= was collected (increased collected amount was Tsh 6,471,791,467 equivalent to 16.1%). iii) Rewarded for unmodified audit opinion on annual external audit report (Audit Report from CAG) in the Financial Years 2016/2017, 2017/2018 and 2018/2019 as a result of strict internal control systems. iv) Capacity building through various training programmes to staff that influence performance improvement of the Bureau, such as, in the Financial Years 2017/2018, 2018/2019 and 2019/2020 a total number of 37 long courses and 205 short courses training were provided. v) Strengthened human resources through recruitment and transfer, from the Financial Year 2017/2018 – 2019/2020, a total number of 127 staff were recruited and 160 staff were transferred into the Bureau. vi) Promotion of awareness to the general public and business community, where awareness campaigns reached a total of 54,394 different groups of stakeholders in 27 districts including Kakonko, Kondoa, Urambo, Mpanda, Ludewa and Rungwe. 15 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 vii)Construction and operationalization of New Test House building as part of strengthen- ing employees’ working environment and welfare that influence staff performance. viii)Reviewed and operationalized the organization structure which enables establishment and full operation of Zonal Offices for easy accessibility of the Bureau’s services. Constraints i) Absence of Zonal Laboratories ii) Absence of Succession Plan iii) Absence of Risk Management Policy and Framework Way forward i) Strengthen coverage and intensity of conformity to standards ii) Strengthen automation of Management Information System iii) Development of Succession Plan iv) Development of Risk Management Policy and Framework

2.6. Stakeholders Analysis The development of this Strategic Plan involved analysis of stakeholders on various areas relevant to the mandated functions of the Bureau. The TBS stakeholders’ analysis is presented in Table 1. Table 1: Stakeholders Analysis Matrix SN Stakeholder Service Offered Expectations 1. Ministry of Industry i) Performance reports i) Accurate and timely reports and Trade ii) Audited accounts ii) Informed, professional and iii) Annual budget and plans timely advice iv) Technical advice on iii) Compliant budgets and plans SQMT matters iv) Compliance with Government policies/guidelines v) Cooperation within the ministry and other Government related institutions 2. TBS employees i) Remuneration i) Timely payment of ii) Incentive package remuneration iii) Working environment ii) Good incentive package iv) Infrastructure and iii) Conducive working environment working tools iv) Good infrastructure and quality v) Provision of information working tools vi) Career development v) Accurate and timely information vi) Good industrial relations vii) Transparency and accountability viii)Participation in decision making process ix) Career development x) Promotion 3. Treasury Registrar’s i) Provision of performance i) Accurate and timely reports Office reports ii) Adhering to Government ii) Annual budget and plans policies, guidelines and directives 16 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 SN Stakeholder Service Offered Expectations 4. Micro, Small and i) Provision of SQMT i) Appropriate training Medium Enterprises ii) Provision of training ii) Timely and reliable advice (MSMEs) and technical advice on iii) Good customer care SQMT, GHP and GMP matters iii) Subsidized service 5. Regulatory Bodies i) Provision of SQMT i) Updated standards ii) Provision of technical ii) Accurate and timely technical advice advice iii) Accurate, reliable and timely testing and calibration results iv) Timely certification v) Good customer care 6. General public i) Provision of information i) Timely and accurate information on SQMT ii) Awareness creation on SQMT issues 7. Zanzibar Bureau of i) Provision of training and i) Timely and reliable information Standards (ZBS) technical advice on SQMT on SQMT matters matters ii) Timely and reliable SQMT ii) Provision of information training and technical advice on SQMT matters iii) Good cooperation in SQMT iii) Provision of SQMT issues 8. Practitioners i) Provision of standards i) Up to date standards in testing and ii) Provision of proficiency ii) Accurate, reliable and timely calibration testing testing and calibration results iii) Provision of testing and iii) Accurate and timely proficiency calibration testing results iv) Capacity building on iv) Appropriate training testing and calibration 9. Higher Learning i) Provision of SQMT i) Accurate, reliable and timely, & Research ii) Supporting practical certification, testing and Institutions training calibration results iii) Supporting research work ii) Reliable and timely training related to SQMT iii) Credible data 10. Associations i) Provision of information i) Timely Management System (Private sector on SQMT Certification (MSC) and business ii) Provision of technical ii) Timely and reliable information community) advice on SQMT and technical advice iii) Provision of Management System Certification (MSC) 17 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 SN Stakeholder Service Offered Expectations 11. Standards Bodies i) Provision of technical i) Timely and reliable inputs for (Foreign, Regional inputs in standardization development and harmonization and International) activities of standards ii) Active participation ii) Timely submission of reports in development and and sharing of information harmonization of standards 12. Regional and i) Provision of information i) Timely dissemination of international bodies on metrology, testing and information on Metrology, quality assurance matters ii) Proper handling of artefacts (PT Quality Assurance ii) Active participation in samples) and Testing quality assurance issues iii) Accurate and timely technical iii) Provision of training advice and appropriate training and technical advice (attachments) 13. Ministries, i) Provision of information i) Timely dissemination of Independent on SQMT matters information Departments, ii) Provision of technical ii) Accurate and timely technical Agencies and advice on SQMT advice Local Government iii) Provision of Management Authorities System Certification (MSC) 14. Manufacturers, i) Technical advice i) Updated standards Importers and on importation and ii) Accurate and timely test results Exporters exportation of goods iii) Accurate, reliable and timely ii) Provision of SQMT calibration results iii) Provision of training iv) Good customer care and technical advice on v) Appropriate training SQMT, GHP and GMP vi) Timely and reliable advice matters 15. Development i) Submission of project i) Accurate and timely submission Partners proposals of reports ii) Provision of accountability ii) Viable and feasible proposals reports 16. Economic operators i) Provision of procurement i) Accurate information (goods, works, information ii) Prompt payment consultancy and iii) Fair procurement non-consultancy processes providers) 17. Media i) Provision of public related i) Accurate and timely information information 18 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26

2.7. SWOC Analysis Analysis was made to identify strengths, weaknesses, opportunities and challenges with respect to regulatory environment of TBS as follows: - STRENGTHS i) Availability of skilled and competent personnel The Bureau has highly skilled and competent staff for executing its mandate. This competency has been a result of the institutional culture that encourages innovation and skill development by using internal and external resources. ii) Availability of human resource development working tools The Bureau ensures team-work culture and provision of working tools, good working environment and staff development welfare. Other supporting tools are developed and reviewed timely; such tools include Human Resources Procedures, Training Programme, HIV/AIDS and NCDs Policy, Housing Policy, Training Policy, Insurance Policy and Internship Guideline. iii) Existence of Performance Management Systems like OPRAS, performance reports and meetings Since the Government of Tanzania initiated a process of Open Performance Review and Appraisal System (OPRAS), the Bureau adopted it as a tool to evaluate performance of its staff. iv) Existence of the Standards Act Cap. 130 and the Financial Act of 2019 Since the Bureau’s establishment under the Standards Act Cap. 130 and the enactment of the Financial Act of 2019 and its Regulations, the Bureau continues to perform its mandate with the aim of protecting public health and facilitating trade. v) ISO 9001:2015 Certified Organization The Bureau continues to be the custodian and an overseer of observance of standards in Tanzania. The Bureau develops national standards and implements them through conformity assessment. Furthermore, the institution participates in regional and international standards development and harmonization. Moreover, the Bureau is ISO 9001:2015 certified and most of its laboratories are accredited against ISO/IEC 17025:2017. vi) Management Information Systems The existence of improved working environment and automated processes at the Bureau has resulted into reduced bureaucratic and unethical practices. Management information systems available currently are i-SQMT, electronic Payment System (e-PS), Online Application System (OAS), e-learning portal, Navision, Webstore, QualiMIS, Government Mailing System and Biometric fingerprint. vii)Collaboration with other regulatory authorities The Bureau implements the Government initiatives of reducing overlapping practices among the regulatory authorities. As part of the efforts to eliminate overlaps and duplications, the Bureau has signed Memorandums of Understanding (MoU) with other regulatory authorities to create smooth operation. 19 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 viii)Internal control of Financial Management TBS has built mechanisms of internal financial control and availability of related working tools together with implementation of Strategic Plan, budgets, annual operation plans and Government directives. ix) Customer care and sharing of information TBS has created an environment for customers to know their rights. The Bureau’s staff are committed in handling customers with high integrity and are customer focused. Various mechanisms of handling customer complaints have been established and are operating. Furthermore, the Bureau shares public information and provides feedback in accurate and timely manner to its customers and the general public via the existence of mechanisms such as the National Enquiry Point (NEP), Library services, stakeholders’ engagement and others. x) Existence of infrastructure Since its establishment, TBS has continued to make significant improvements on infrastructure and facilities at its working stations for the purpose of providing a conducive operating environment for the Bureau to carry out its mandate. These efforts have contributed to the sustainable socio-economic development. WEAKNESSES i) Absence/Outdated management tools Some of the Bureau’s financial and human resource management tools are either missing or outdated which hinders institutional effective decision making. Outdated tools include Staff and Administration Regulations, Schemes of Service, Financial Regulations and Accounting Manual while Human Resources Policy is not in place. ii) Inadequate legal instruments and guidelines Currently the Bureau has no regulations to facilitate its mandate of registration of food and cosmetics premises and products which hinder smooth implementation of the Bureau’s services and contribute to inadequate enforcement on conformity to standards. iii) Inadequate human resource The Bureau has inadequate human resource which contributes to failure in meeting customer expectations and commitments declared under the institutional Client Service Charter. iv) Inadequate capacity and infrastructure The Bureau has inadequate infrastructure for handling disabled people, waste water management, inspection samples and testing and transport facilities, thus hindering effective and efficient standardization process. 20 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 OPPORTUNITIES i) Existence of skilled labour in the market Academic institutions and Industrial Sector in Tanzania produce skilled personnel that can contribute expertise if hired by the Bureau. ii) Good labour relations with Government and its institutions and private sector Support on staffing, budgeting and working environment gives the Bureau suitable platform to implement its mandated functions. iii) Existence of Government Staff Loan Policy TBS staff have a room to improve their lives through access to Government staff loan facility, thus boosting morale at work places. iv) Availability of training programme Work efficiency can be increased through training; thus, helping the Bureau to accomplish its corporate objectives. v) Presence of e-Government Authority to support Bureau’s ICT matters TBS has a room to develop and maintain management information systems under supervision and support from the Government. vi) Availability of consumers of Bureau’s services This builds trust to consumers on the services offered by the Bureau. vii) Availability of Government financial controls systems TBS shall effectively use financial resources when performing its mandated functions. viii) Presence of online collection and payment systems (GePG) TBS shall collect payments from the offered services through electronic systems in order to serve many customers at a time, thus facilitating trade. ix) Operationalization of Tanzania Electronic Single Window System (TeSWS)  Importers and exporters will be offered services from all the respective Government departments/institutions through a single system, thus facilitating trade. x) Stakeholders’ trust on TBS TBS will achieve its ambition of preventing substandard products in Tanzania, due to the fact that the society will only consume quality products and services. xi) Stakeholders’ demand for TBS activities This shows the importance of the Bureau in industry and commerce on delivering standardization, quality assurance, metrology and testing services. xii) Collaboration of TBS with other stakeholders  Good collaboration between the Bureau and stakeholders provides better environment for describing and clarifying acts, regulations and procedures for compliance purposes. 21 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 xiii) Modern technology to support TBS activities Modern technology enables the Bureau to reduce its operational costs and timely deliver services to industry, commerce and the general public. xiv) Availability of buildings for rent Existence of office space for rent provides a room to the Bureau to open new offices when need arises. xv) Existence of testing facilities from other stakeholders The Bureau has room to subcontract testing activities to competent laboratories when lacking internal capacity. xvi) Existence of other transport facilities The Bureau has room to use other transport facilities in the market in the performance of its mandated functions. xvii) Existence of municipal waste management facilities The Bureau has room to destruct and/or dump wastes at the recognized facilities in Tanzania. xviii) Existence of suppliers and infrastructure maintenance service providers The existence of suppliers of maintenance and repair services in the market gives the Bureau a chance of acquiring competent firms when need arises. xix) Government support on implementation of Organization Structure Support on staffing, budgeting, remuneration and working environment gives the Bureau suitable platform to implement its mandated functions. xx) Availability of competence in leadership outside the organization Existence of competent leaders in the market allows the Bureau to hire expertise when need arises. xxi) Political stability The Bureau will have a room to deliver its mandated functions in a politically stable society due to the fact that there will be existence of industry and commerce because of good environment for investment. xxii) Existence of Ruling Party Manifesto for 2020 election The Bureau shall get matters to work on during the lifetime of the manifesto specifically when reviewing the intended policies. xxiii) High demand for SQMT services for industrialization and trade The Bureau will have room to execute its mandated functions since there is higher demand of services in the market. xxiv) Existence of Industrialization Policy and FYDP (II) and (III) The Bureau will have room for performing its mandated functions in the presence of Industrialization Policy and FYDP (II) and (III). xxv) Existence of reforms to create good business environment (Blueprint) The existence of reforms like the Blueprint gives the Bureau room to perform its mandated functions without confusing the business community, thus facilitating trade. 22 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 xxvi) Existence of economic cooperation and integration The existence of economic cooperation and integration gives the Bureau room of using regional harmonized standards and eases movement of recognized certified goods across the borders. xxvii) Existence of MSMEs Policy of 2003 The Bureau will have room for performing its mandated functions in the presence of the MSMEs Policy of 2003. xxviii) Existence of good relationship with general public  Good relationship with the general public provides better environment for describing and clarifying the acts, regulations and procedures for compliance purposes. Also, the good relations with the general public will increase uptake of standards. xxix) Existence of social media The existence of social media provides room to the Bureau on promoting offered services and disseminating the intended information to the public. xxx) Good relationship with relevant authorities dealing with environmental issues The Bureau will have a good platform of performing its mandated functions by entering Memorandums of Understanding (MoU) with other Government Departments for attaining a smooth business environment. xxxi) Presence of the Standards Act No.2 of 2009 and its Regulations Standards Act Cap 130 gives the Bureau room of developing regulations under the said Act and implementing the mandated functions. xxxii) Existence of good governance Existence of good governance gives the Bureau room for delivering its mandated functions in a professional manner, i.e., equal treatment of its customers. xxxiii) Existence of signed Memorandums of Understanding (MoU) with other regulatory authorities Entered Memorandums of Understanding (MoU) with other regulatory authorities give the Bureau a smooth environment of performing its mandated functions in Tanzania. xxxiv) Existence of active judicial organs The existence of judicial organs provides room for taking legal measures against defaulters of the offered services under the Standards Act Cap. 130. CHALLENGES i) Delays of recruitment permit T he Management has been requesting for recruitment permits to fill the gap of shortage of staff. However, the process of permit approval takes long thus hinders the Bureau to implement its mandated functions effectively and efficiently. ii) Labour turnover of skilled and competent staff Some skilled and competent staff have left the Bureau to join other organizations due to low remuneration. 23 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 iii) Narrow scope of NHIF scheme coverage The Bureau’s staff get medical treatment under NHIF scheme, currently NHIF has narrowed the scope of medical coverage which causes challenges among staff. iv) High cost and risk of Information and Communication Technology systems The Bureau has been facing the rapid technology advancement that requires urgent update or review of conformity assessment procedures. However, state- of-the-art ICT systems require more financing and are associated with high risk i.e., existence of cybercrime, viruses etc. v) Existence of bad debts and shortage of accountants Some of the Bureau’s customers do not pay debts. This results in accumulation of long outstanding debts that hinder financing of operations. Also, the Bureau has a shortage of accountants therefore some of its zonal offices lack the service of accountants. vi) Inadequate/unreliable infrastructure The Bureau has been facing a challenge of inadequate/unreliable infrastructure which hinders the provision of services to its customers. These challenges include inadequate water supply, inadequate fund for infrastructure development, unreliable water, unreliable internet services, unreliable maintenance facilities and lack of dedicated environment for disposal/destruction of high risk/restricted goods. vii) High cost of infrastructure  High cost of infrastructure is one of the challenges that face the Bureau. Infrastructure costs include maintenance costs, construction costs and rent charges on rented offices. viii) Challenge on legal issues Long procedure for approvals and process for approving and gazetting legal documents causes delays in starting using procedures, guidelines and standards. ix) Challenge on social issues The demand for substandard products by the community and the general public, misuse of social media and emergence of diseases and natural disasters cause challenges to the Bureau. x) Challenge on economic issues The Bureau faces a challenge on economic issues including existence of informal sector, black markets, dumping of substandard products, consumer activists and technical barriers to trade. xi) Challenge on technical issues  The Bureau faces challenges on technical issues which affect provision of services to its customers. The issues include dynamism of technology, existence of cyber-crime, viruses, misuse of social media and redundant equipment and software. xii) Challenges on environmental issues The Bureau is facing challenges on technical issues which affect provision of 24 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 services to its customers. These challenges include lack of dedicated environment for disposal/destruction of high risk/restricted goods. xiii) Failure of stakeholders to distinguish between TBS and other regulatory authorities’ mandates The stakeholders are failing to distinguish the TBS mandate with other authorities’ mandates, which sometimes damages the Bureau’s image. xiv) Unreliability of test reports from other laboratories The Bureau is taking risk in accepting test reports on samples subcontracted to external laboratories. xv) Political interference  The Bureau is affected by political interference that requires elimination of some of the Bureau’s services or establishment of services that require more investment.

2.8. Recent Initiatives for Improving Performance  A number of recent initiatives have been undertaken in the year 2016/2017 through 2019/2020. The initiatives include the following: i)  The amendment done by the Finance Act No. 8 of 2019 to the Standards Act Cap. 130 to accommodate the activities of regulating safety of food and cosmetic products; ii) Development of Online Application System (OAS) for product and premise registration; iii)  Receipt of 111 staff from the government upon being mandated to perform food safety roles; iv) Establishment of Western Zone office; v) Establishment of Bagamoyo and Mbweni port offices; vi)   Abolition of PVoC programmes for imported goods and subjecting them all to destination inspection; vii) Supportive services for Non-Communicable Diseases (NCDs); viii) Automation of premises and product registration; and ix) Establishment of call centre system.

2.9. Critical Issues Based on the situational analysis conducted, the following areas were identified as critical for improvement and thus must be addressed in the plan. They include but are not limited to: - i) Strengthen enforcement and conformity to standards; ii) Establish accreditation on inspection and certification systems; iii) Strengthen accessibility to testing and metrology services; iv) Facilitate accreditation on testing and metrology; v) Enhance development and uptake of standards; vi) Strengthen cooperation with ZBS; vii) Strengthen awareness on SQMT to the public; viii) Improve working environment; ix) Enhance the Bureau’s good governance and risk management; x) Enhance human resources management capacity; and xi) Enhance financial resources management. 25 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 CHAPTER THREE 3. THE PLAN

3.1. Introduction T his chapter presents the plan to be executed in the next five (5) years from 2021/22- 2025/26. It outlines the vision, mission, core values and objectives to be achieved, strategies, targets and indicators. The Plan provides commitment of the Management and ensures that the resources are utilized in an efficient and effective manner to execute the mandated functions in order to meet the expectations of the stakeholders.

3.2. Mission, Vision and Core Values Vision “Sustainable standardization for high quality livelihood society” Mission “To promote standardization, safety and quality assurance in industry and commerce through standards development, certification, registration, inspection, testing and metrology services for sustainable socio-economic development” Core Values Integrity We ensure continuous and consistent provision of services with high degree of honesty and impartiality by adhering to moral and ethical principles and values. Customer focused We prioritize customers’ needs first, therefore committed to responding timely and proactively to their expectations. Team Work We work together by sharing experiences while respecting each other to realize institutional goals. Accountability We shall be responsible to our actions, decisions and outcomes in executing our functions. Transparency We ensure open sharing of information and proper provision of feedback to our stakeholders in equal treatment.

3.3. Objectives In pursuit of its vision and addressing the identified critical issues, TBS is striving to achieve the following objectives: A. HIV/AIDS Infections and Non-Communicable Diseases Reduced and Supportive Services improved; B. Effective Implementation of National Anti-Corruption Strategy enhanced and sustained; C. Standardization for development of industry and commerce enhanced; 26 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 D. Assurance of safety and quality of products and services enhanced; and E. Institutional capacity to deliver mandated functions enhanced. 3.3.1. OBJECTIVE A: HIV/AIDS infections and non-communicable diseases reduced and supportive services improved Rationale According to CIA World Factbook estimates of 2018, 37.9 million people are infected with HIV globally, while 1.6 million people were estimated living with HIV/AIDS in Tanzania. The Government of Tanzania declared HIV/AIDS as a national calamity since 1999 (HIV/AIDS and Non-Communicable Disease Infection Guideline of 2014). The disadvantages due to prevalence of HIV/AIDS and Non-Communicable Diseases include loss in productivity, loss of productive labour force and significant financial and time costs for care and treatment of people affected with HIV/AIDS. Tanzania Bureau of Standards has been facing a number of challenges in handling HIV/AIDS and NCDs. The challenges include a number of staff who do not declare their HIV and NCDs status and therefore fail to access care and supportive services. To address the challenges concerning HIV/AIDS and NCDs, the Bureau will strengthen awareness programs and provide care and support services to staff who declare their health status. The expected output for the strategies to address HIV/ AIDS and NCDs is existence of healthy, educated and confident staff to perform the Bureau’s functions. The key performance indicator for this objective is Percentage Change in the HIV/AIDS Infection and NCDs Rate. Strategy Strengthen implementation of mitigation measures against HIV/AIDS and NCDs Targets i) Internal Policy for HIV/AIDS and NCDs reviewed by June 2023 ii) 20 HIV/AIDS and NCDs awareness programmes developed and implemented by June 2026 iii) 60 care and support services for HIV/AIDS and NCDs provided by June 2026 Indicators i) % of staff voluntarily tested for HIV/AIDS and NCDs ii) % of staff covered by HIV/AIDS and NCDs awareness and prevention programmes iii) % of staff aware of the HIV/AIDS and NCDs 3.3.2. OBJECTIVE B: Effective Implementation of National Anti-Corruption Strategy sustained Rationale This objective aims at strengthening anti-corruption mechanism by adopting National Anti-Corruption Strategy and Action Plan. TBS shall not tolerate prevalence of corruption since it threatens ability to deliver satisfactory services to its customers. The Bureau will mitigate corruption practices by adhering to various laws, regulations, circulars and directives that advocate for good governance and accountability. The expected output will be reduced reported corruption incidences and increased awareness on corruption, hence good governance and accountability. The key performance indicator for this objective is number of trainings conducted on issues related to good governance and accountability. 27 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 Strategies i) Strengthen adoption of NACSAP III ii) Strengthen good governance and accountability Targets i) Workplace intervention programmes on preventing and combating corruption developed and implemented by June, 2026 ii) Institutional Fraud and Anti-Corruption Policy developed and implemented by June 2026 Indicators i) Trend of corruption cases reported ii) Stakeholders’ perception on corruption in TBS 3.3.3.  OBJECTIVE C: Standardization for development of industry and commerce enhanced Rationale The Bureau has been implementing its mandate of developing and implementing standards in order to facilitate industrial economy and trade. However, there has been increased demand for standards due to advancements in industrialization as well as increased regional and international trade. In view of this, the current pace of development of standards does not match with the market demand. It is expected that enhancement of standardization will result into increased number of harmonized national standards, uptake and utilization and therefore promote development of industry and trade. Strategies i) Enhance development of standards ii) Enhance uptake of standards iii)  Strengthen cooperation with other standardization, quality assurance and metrology bodies Targets i) 3600 National Standards developed by June 2026 ii) 7000 stakeholders from 20 subsectors capacitated on SQMT by June 2026 iii) 10 research programmes on SQMT conducted by June 2026 iv) Institutional Research Policy on SQMT developed and operationalized by June 2026 v) 400 regional standards harmonized by June 2026 vi) 500 international, regional and national enquiries for proposed standards processed by June 2026 Indicators i) % uptake of developed standards ii) % of market driven standards approved iii) % adoption of harmonized standards 28 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26  3.3.4.  OBJECTIVE D: Assurance of safety and quality of products and services enhanced Rationale Products and services that conform to safety and quality requirements are important for quality livelihood. Conversely, unsafe and substandard products and services negatively affect socio-economic development. Further to what the Bureau has been executing, it has been additionally mandated with a new task of regulating safety of food and cosmetics, which are vital components in human health. Despite the fact that the Bureau has been working hard to ensure compliance of products to safety and quality requirements, still there is a challenge of substandard and unsafe products and services in the market. In view of this, the Bureau aims to enhance control of regulated products and services in order to assure their safety and quality. Strategies i) Strengthen enforcement and compliance with standards and regulations ii) Strengthen systems for regulating products and services iii) Improve accessibility to testing, metrology and certification services iv) Strengthen national and international recognition for conformity assessment systems Targets i)   Enforcement of conformity to standards for 600,000 consignments of imported goods conducted by June 2026 ii) Enforcement of conformity to standards for 290,000 motor vehicles conducted by June 2026 iii) 400 consignments for exportation facilitated by June 2026 iv) Market surveillance inspection plan developed and operationalized annually v) 10 food risk assessment reports prepared by June 2026 vi) 500,000 test reports prepared by June 2026 vii) 50,000 calibration certificates prepared by June 2026 viii) 3,500 products certified by June 2026 ix) 15,000 products registration permits issued by June 2026 x) 25,000 premise registration permits issued by June 2026 xi) 500 permits for promotion and advertisement of food and cosmetics issued by June 2026 xii) Management systems for 82 companies certified by June 2026 xiii) Six (6) zonal laboratories facilitated by June 2026 xiv) Inspection and product certification systems accredited by June 2026 xv) Testing and metrology systems accreditation maintained by June 2026 xvi) 4 Calibration Measurements Capabilities (CMC) published by June 2026 xvii) State-of-the-art laboratory equipment installed by 2026 Indicators i) % of substandard products in the market ii) % of unsafe products in the market iii) Trend of companies certified for management systems iv) % of accredited TBS conformity assessment systems 29 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 3.3.5. OBJECTIVE E: Institutional Capacity to Deliver Mandated Functions enhanced Rationale Service Delivery Survey (SDS) report of the financial year 2019/2020 portrays that the Bureau has improved its capacity to deliver services. However, for the smooth operation of the institution, some areas need improvement such as infrastructure and testing facilities, human resources, legal instruments and guidelines, communication and information systems and culture. The Bureau will deliver its services in line with the governing laws and regulations to meet or exceed stakeholders’ expectations. The key performance indicator will be percentage change in customers’ satisfaction index level. Strategies i) Strengthen public awareness on SQMT ii) Enhance human resources management iii) Improve internal control systems iv) Improve management information systems v) Enhance Bureau’s good governance vi) Improve working environment vii) Enhance resource mobilization Targets i) Client Service Charter reviewed and implemented by June 2023 ii) 25 Public awareness programs on SQMT conducted by June 2026 iii)  Ten (10) stakeholders’ meetings on SQMT conducted by June 2026 iv) Communication and Marketing Strategy operationalized by June 2026 v) Human resource management improved by June 2026 vi) Governance and accountability issues mainstreamed by June 2026 vii) Human resource policies and plans developed and operationalized by June 2026 viii) Occupational health and safety issues mainstreamed by June 2026 ix) Staff welfare plans operationalized by June 2026 x) Institutional plans prepared and implemented by June 2026 xi) Risk Management Framework reviewed and implemented by June 2026 xii) Monitoring and evaluation systems developed and operationalized by June 2026 xiii) Risk based internal audit plan prepared and implemented annually xiv) Accounting Procedure Manual reviewed by June 2023 xv) Financial Regulations reviewed by June 2023 xvi) Financial statements prepared and audited by September 30th annually xvii) Internal control and risk management systems evaluated by June 2026 xviii) Institutional performance reports prepared quarterly xix) ICT infrastructure and e-office management information systems installed and maintained by June 2026 xx) Bureau’s data storage and security systems operationalized by June 2026 xxi) Integration of institutional systems with other Government departments facilitated by June 2026 xxii) ICT strategy reviewed and operationalized by June 2026 xxiii) TBS website updated and maintained by June 2026 xxiv) Procurement Plan prepared and implemented annually xxv) Procurements of goods, services and works management facilitated annually xxvi) Statutory meetings of Workers’ Council conducted annually 30 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 xxvii) Institutional Board Charter operationalized quarterly xxviii) Legal documents database developed and maintained annually xxix) Maintenance and utility plans operationalized annually xxx) Outsourced non-core services plans operationalized annually xxxi) Institutional buildings and equipment maintained by June 2026 xxxii) Six (6) zonal laboratories and offices built and maintained by June 2026 xxxiii) Five (5) business write-ups developed and implemented by June 2026 Indicators i) Level of customers’ satisfactions ii) Audit opinion iii) Level of staff performance 31 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 CHAPTER FOUR 4. RESULT FRAMEWORK 4.1. Purpose and Structure This chapter outlines how the Bureau will track progress of intended results (outcomes) envisioned in this Plan. This chapter assesses the performance and realization of Institutional Objectives. It includes development objective, beneficiaries of services, result chain and result train matrix. Further, the chapter includes a monitoring plan; planned reviews; evaluation plan and reporting plan as part of the monitoring and evaluation arrangements.

4.2. Development Objective The overriding objective of TBS is “Better livelihood assured by safe and quality products coupled with friendly delivered services for sustainable socio-economic development.” The achievement of objectives in the Strategic Plan and other relate programmes may significantly contribute towards the achievement of this Development Objective. The achievement of this Development Objective among others will be influenced by the availability of resources including financial and human resources.

4.3. Beneficiaries of TBS Services T here are direct and indirect beneficiaries of TBS services. Direct beneficiaries include Industry and Commerce in the perspective of using standards and conformity assessment services. The indirect beneficiaries include the General Public in the perspective of using products and services that are regulated by conformity assessment systems.

4.4. Results Chain TBS result chain consists of outcomes, outputs, activities and inputs which broadly contribute to enhancing an endeavour to achieve delivery of effective standardization and quality assurance services for development of industry and commerce in Tanzania. A combination of the objectives and targets in the Strategic Plan and activities and inputs in Medium Term Expenditure forms the TBS result chain. The basic assumption is that a casual linkage in the various elements of TBS result chain shall be maintained, i.e., utilization of resources allocated for activities will lead to activities achievements; the achieved activities will contribute to delivery of outputs. Likewise, delivery of outputs will lead to an objective being attained; whereas objective achievement will contribute to the TBS development objective. This chain of results will justify TBS existence and resource utilization in the course of various interventions.

4.5. Result framework matrix  This matrix contains TBS overall Development Objective, Objective Codes, Medium Term Objectives, Intermediate Outcomes and Outcome Indicators. It envisions how the Development Objective will be achieved and how the results will be measured. The indicators in the matrix will be used to track progress towards the achievement of the intermediate outcomes and objectives. The Results Framework Matrix is detailed in Table 2. 32 Table 2: Result Framework Matrix Development Objective Objectives Intermediate Outcomes Outcome Indicators Objective Codes Better livelihood A HIV/AIDS i) Increased use of protective gears i) % of staff voluntarily tested assured by safe and Infections and Non- ii) Increased number of voluntary testing for HIV/AIDS and NCDs quality products Communicable iii) Improved behavioral change towards ii) % of staff covered by NCDs coupled with friendly Diseases (NCDs) mitigation measures against HIV/AIDS and prevention programs delivered services Reduced and NCDs iii) % of staff aware of HIV/ for sustainable Supportive Services iv) Reduced stigma and discrimination AIDS and NCDs socio-economic Improved v) Increased budget for supportive services development vi) Increased number of staff declaring their status to the administration vii) Increased openness for discussion on HIV/ AIDS issues among staff viii) Increased productivity among staff ix) Reduced absenteeism from work place x) Increased working morale 33 xi) Decreased new cases for NCDs and HIV/ AIDS infections B Effective i) Increased awareness on corruption i) Trend of corruption cases implementation ii) Reduced number of corruption cases reported of National Anti- iii) Improved stakeholders’ perceptions on TBS’s ii) % increase of stakeholders Corruption Strategy integrity with low perception on enhanced and iv) Increased transparency corruption in TBS STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 sustained v) Improved quality of services delivered vi) Improved business processes vii) Improved adherence to the Rule of Law viii) Increased customer satisfaction ix) Improved efficiency and effectiveness of Integrity Committee Development Objective Objectives Intermediate Outcomes Outcome Indicators Objective Codes C Standardization i) Decreased number of tested product i) % uptake of developed for development of certificates standards industry and commerce ii) Increased number of formulated standards ii) of market driven standards enhanced iii) Increased number of adopted standards approved iv) Increased demand for market driven iii) % adoption of harmonized standards standards v) Increased participation of stakeholders vi) Increased sale of standards vii) Increased number of stakeholders’ comments viii) Increased training needs ix) Strengthened trade facilitation D Assurance of safety i) Increased number of registered products i) % of substandard products and quality of products ii) Increased number of registered premises in the market and services enhanced iii) Increased number of samples tested ii) % of unsafe products in the iv) Increased number of items calibrated market v) Increased number certified products iii) Trend of companies certified 34 vi) Increased number of companies certified in for management systems management system iv) % of accredited TBS vii) Increased number of new applications for conformity assessment certification and registration systems viii) Improved testing capability ix) Increased number of batch certificates x) Reduced turnaround time xi) Improved accuracy of test results xii) Improved compliance to standards xiii) Reduced food borne diseases xiv) Strengthened awareness on side effects of prohibited cosmetics xv) Enhanced fairness in industry and commerce sectors xvi) Improved facilitation for exports xvii) Improved credibility on food and cosmetics promotional adverts STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 Development Objective Objectives Intermediate Outcomes Outcome Indicators Objective Codes E Institutional Capacity i) Improved quality of service delivery i) % level of customers’ to Deliver Mandated ii) Improved team work satisfactions Functions Enhanced iii) Improved compliance with policies and ii) Audit Opinion legislations iii) Level of staff performance iv) Improved work morale v) Reduced labour turnover vi) Improved visibility vii) Enhanced accessibility of Bureau’s services viii) Improved work efficiency ix) Improved compliance to Client Service Charter x) Improved integration of Management Information Systems xi) Strengthened collaboration with other institutions 35

4.6. Monitoring, Reviews and Evaluation Plan  T his section details the Monitoring Plan, Planned Reviews and Evaluation Plan for the period covering the five years of the strategic planning cycle from 2021/2022 to 2025/2026.

4.7. Monitoring Plan STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 T he Monitoring Plan consists of indicators and their description, baseline for each indicator; indicator target values, data collection and methods of analysis, indicator reporting frequency and who will be responsible for data collection, analysis and reporting. The Monitoring Plan is detailed in the Table 3. Table 3: Monitoring Plan S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 1 % of staff October 54.3 55 56 57 58 60 Administrative Desk review Quarterly · Awareness Quarterly DHRA voluntarily 2020 data reports tested for HIV/ · Medical AIDS and NCDs test reports This indicator intends to measure effectiveness of awareness programmes conducted to staff on HIV/ 36 AIDS & NCDs. This will be attained by calculating the percentage of staff who had responded to voluntary testing after the awareness programme. STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 2 % of staff August 9 14 19 24 29 35 Administrative Desk review Quarterly Preventive Quarterly DHRA covered 2020 data programmes by NCDs report prevention programmes This indicator intends to measure the number of staff involved in various prevention programmes in 37 relation to the total number of staff. An indicator will be attained by calculating percentage of STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 staff involved in various NCDs preventive programmes divided by the total number of staff. S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 3 Trend of June, 4 3 2 1 1 1 Administrative Desk review Quarterly · Integrity Quarterly DHRA corruption 2020 data Committee cases reported reports · Customer This indicator Satisfaction intends to Survey measure the reports increase or · Human decrease in resource reporting reports corruption incidences. This indicator will be attained 38 by collecting data annually and relating the magnitude for the multiple periods. STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 4 % of June None 90 92 94 96 100 Customer Questionnaire, Annually Survey Annually DHRA, PMU stakeholders 2020 Satisfaction report with low Survey Interview perception on Focus group corruption at discussion TBS This indicator intends to measure the stakeholders’ perception on corruption practices at TBS. 39 This indicator will be attained by calculating the percentage of those who perceived that there is STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 no corruption against the number of respondents. S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 6 % uptake of October 66 70 74 78 82 86 Library Desk review Quarterly Progress Quarterly DSD developed 2020 report standards This indicator intends to measure the utilization of developed standards in industry and commerce. This indicator 40 will be attained by calculating the % of standards taken versus standards developed. STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 7 % of market June 65 67 69 71 73 75 · Administra- Desk review Quarterly · Standards Annually DSD driven 2020 tive data request standards form approved · Industrial visit · Progress This indicator report intends to measure the number of standards requested against the number of standards 41 developed. This indicator will be attained by calculating the percentage of standards approved STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 against standards initiated. S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 8 % adoption of June 65 70 75 80 85 90 Library Desk review Quarterly Standards Annually DSD harmonized 2020 catalogue standards This indicator intends to measure domestication of harmonized standards. This indicator will be attained by calculating 42 the percentage of standards adopted against standards harmonized. STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 9 % of June 30 28 25 23 21 20 Administrative Market Monthly Market Quarterly DQM substandard 2020 data surveillance surveillance products in the inspection reports market This indicator intends to measure the level of compliance to standards by industry and commerce. 43 This indicator will be attained by calculating the percentage of substandard products versus assessed products. STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 10 % of unsafe June 10 9 8 7 6 5 Administrative Monitoring, Monthly ·  Market Quarterly DQM products in the 2020 data post market surveil- market surveillance lance re- and risk port This indicator assessments ·  Risk as- intends to sessment measure reports the level of compliance to safety requirements in the market. This indicator 44 will be attained by calculating the % of unsafe products versus assessed products. STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 11 Trend of Sep- 10 20 30 40 50 60 Administrative Desk review Quarterly Progress Annually DQM companies tember data reports certified for 2020 management systems This indicator intends to measure the increase or decrease of companies certified in management 45 systems. This indicator will be attained by collecting data annually and relating the magnitude STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 for the multiple periods. S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 12 % of accredited June 25 50 50 75 75 100 Administrative Accreditation Quarterly ·  Progress Annually DTM/ DQM TBS conformity 2020 data schedule reports assessment ·  Accredita- systems tion certifi- cate This indicator intends to measure credibility of the systems used by TBS in delivering conformity assessment services. 46 This indicator will be attained by calculating the percentage of accredited conformity assessment systems versus number of systems in place. STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 13 % level of June 91.6 92 93 94 95 96 Customer Question- Annually Survey Annually PMU customers’ 2020 satisfaction naire, report satisfactions survey Interview This indicator intends to Focus group measure ability discussion of TBS to meet customers’ needs and expectations in provision of services. 47 This indicator will be attained by calculating the percentage of satisfied customers versus all respondents. STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 14 Audit opinion June Audit report Risk based Annually CAG report Annually CA, IAU 2020 audit This indicator intends to measure rating Unmodified Unmodified Unmodified Unmodified Unmodified Unmodified level of fair presentation of the operation results. This will be attained based on the audit reports conducted annually S/N Indicator & Baseline Indicator Target Value Data Collection and Methods of Analysis Means of Frequency Responsibility Indicator Verification of of Data Description Reporting Collection Date Value Yr Yr Yr Yr Yr Data Source Data Frequency 1 2 3 4 5 Collection of Data Instruments Collection and Methods 15 Level of staff June 2 2 2 2 2 1 Administrative Desk review Annually OPRAS Annually DHRA performance 2020 data forms This indicator intends to measure capacity of individual staff to pursue assigned duties. This will be attained by calculating 48 average performance of all staff through OPRAS evaluation forms.

4.8. Planned Reviews T here will be reviews that aim to obtain progress status on the implementation of the Strategic Plan. The planned reviews consist of review meetings, milestones and rapid appraisals. a) Review Meetings Various meetings will be conducted to track progress on the milestones, activities and targets/outputs critical for achievement of organizational objectives. Review meetings are shown in the Table 4: STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 Table 4: Review Meetings S/N Type of Meeting Frequency Designation of Participants the Chairperson 1. Board of Directors Quarterly Chairperson of the Board Members Board 2. Management Weekly Director General Directors and Managers meetings 3. Laboratory Quality Annually Director General Management and Laboratory System Management staff review meetings 4. Laboratory Quality Quarterly Manager Heads of Laboratories System Management review meetings 5. Directorate meeting Quarterly Directors Managers and Heads of Sections/Staff 6. Workers Council Biannually Director General Workers Council members 7. Technical Staff Monthly Appointed Senior Directors, Managers, Heads of Meeting Officer Units 8. Quality Management Annually Director General Management, Quality System review Committee and Auditors meeting 9. Section/Unit Meeting Monthly Departmental Units /Sectional Staff Manager/Heads of Units 10. Audit and Risk Quarterly Appointed Directors, Internal Auditors, Committee Meeting Member from the and External Financial Expert Board of Directors (BoD) 11. Training Committee Quarterly Director of Human Managers, HRO and nominated Meeting Resource and departmental representatives Administration 12. Tender Board As per Appointed Senior Members of Tender Board and Meeting Procurement Officer HPMU Plan 13. HIV/AIDS Committee Quarterly Appointed Senior Nominated Members Officer 14. Integrity Committee Quarterly Appointed Senior Nominated Members Officer 15. Appointment Annually Director General DG, Directors, Managers, Trade and Disciplinary Union representative and HRM Committee 16. Budget Committee Quarterly Director General Nominated Members 17. Staff Meeting Quarterly Director General All Staff 49 Table 5: Planned Milestones Reviews YEARS Planned Milestones Timeframe Responsible Review Person Year I Two Reviews Customized Open Performance Review and Appraisal System (OPRAS) June 2022 DHRA (Semi- customized 2021/2022 Annually) 580 National Standards finalized June 2022 DSD 1000 stakeholders from three (3) subsectors trained in standardization June 2022 DSD 600 products certified June 2022 DQM Research Policy on SQMT developed June 2022 DSD Two (2) Food risk assessments conducted June 2022 DQM Alignment of policies and procedures with ISO/IEC 17020 and ISO/IEC 17065 June 2022 DQM for Inspection and Product Certification systems finalized Procurement for required laboratory equipment and consumables initiated September 2022 DTM State-of-the-art equipment and facilities installed June 2022 DTM 50 Quality manual reviewed as per ISO/IEC 17025: 2017 June 2022 DTM Incentive Scheme developed and implemented June 2022 DHRA Human Resource Plan developed and implemented June 2022 DHRA Approved Organization Structure operationalized June 2022 DHRA Health and Safety Policy developed and operationalized June 2022 DHRA Approved Schemes of Service and salary structure implemented June 2022 DHRA Institutional Fraud and Anti-corruption Policy developed and implemented June 2022 DHRA Monitoring and Evaluation system developed and operationalized June 2022 PBU e-office system installed and maintained June 2022 ICTU Six (6) LANs installed and maintained at zonal offices June 2022 ICTU ICT Strategy reviewed and operationalized June 2022 ICTU Procurement Plan prepared and implemented June 2022 PMU One (1) business write-up developed and implemented June 2022 PBU STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 YEARS Planned Milestones Timeframe Responsible Review Person Year II Two Reviews Internal Policy for HIV/AIDS and NCDs reviewed June 2023 DHRA 2022/2023 (Semi- Four (4) HIV/AIDS and NCDs awareness programmes developed and June 2023 DHRA Annually) implemented 630 National Standards finalized June 2023 DSD 1200 stakeholders from three (3) subsectors trained in standardization June 2023 DSD National Standardization Strategy reviewed June 2023 DSD 650 products certified June 2023 DQM Three (3) research programmes on SQMT conducted June 2023 DSD Two (2) food risk assessments conducted June 2023 DQM Accreditation of ISO/IEC 17020 and ISO/IEC 17065 for Inspection and Product June 2023 DQM Certification applied Procurement for required laboratory equipment and consumables initiated September 2023 DTM 51 State-of-the-art equipment and facilities installed June 2023 DTM Quality manual submitted to AFRIMET for peer review as per ISO/IEC 17025: June 2023 DTM 2017. Client Service Charter reviewed and implemented June 2023 PRMU STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 Accounting Procedure Manual reviewed June 2023 CA Standards Act and its Regulations reviewed and implemented June 2023 LU Financial Regulations reviewed June 2023 CA Procurement Plan prepared and implemented June 2023 PMU YEARS Planned Milestones Timeframe Responsible Review Person Year III Two Reviews Four (4) HIV/AIDS and NCDs awareness programmes developed and June 2024 DHRA 2023/2024 (Semi implemented Annually) 700 National Standards finalized June 2024 DSD 700 products certified June 2024 DQM 1400 stakeholders from four (4) subsectors trained in standardization June 2024 DSD Three (3) research programmes on SQMT conducted June 2024 DSD Two (2) food risk assessments conducted June 2024 DQM Procurement for required laboratory equipment and consumables initiated September 2024 DTM State-of-the-art equipment and facilities installed June 2024 DTM 2 Calibration Measurements Capabilities (CMC) published at BIPM June 2024 DTM TBS website updated and maintained June 2024 HICTS Procurement Plan prepared and implemented June 2024 HPMU 52 Year IV Two Reviews Four (4) HIV/AIDS and NCDs awareness programmes developed and June 2025 DHRA 2024/2025 (Semi implemented Annually) 790 National Standards finalized June 2025 DSD 750 products certified June 2025 DQM 1600 stakeholders from five (5) subsectors trained in standardization June 2025 DSD Two (2) research programmes on SQMT conducted June 2025 DSD Two (2) food risk assessments conducted June 2025 DQM Procurement for required laboratory equipment and consumables initiated September 2025 DTM State-of-the-art equipment and facilities installed June 2025 DTM 2 Calibration Measurements Capabilities (CMC) published at BIPM June 2025 DTM Procurement Plan prepared and implemented June 2025 PMU STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 YEARS Planned Milestones Timeframe Responsible Review Person Year V Two Reviews Four (4) HIV/AIDS and NCDs awareness programmes developed and June 2026 DHRA 2025/2026 (Semi- implemented Annually) 900 National Standards finalized June 2026 DSD 800 products certified June 2026 DQM 1800 stakeholders from five (5) subsectors trained in standardization June 2026 DSD Two (2) research programmes on SQMT conducted June 2026 DSD Two (2) food risk assessments conducted June 2026 DQM ISO/IEC 17020 and ISO/IEC 17065 for Inspection and Product Certification June 2026 DQM systems accredited Procurement for required laboratory equipment and consumables initiated September 2026 DTM State-of-the-art equipment and facilities installed June 2026 DTM TBS website updated and maintained June 2026 HICTS 53 Procurement Plan prepared and implemented June 2026 HPMU Standards and Metrology Regulations established and implemented June 2026 HLU Six (6) zonal laboratories and offices built and maintained June 2026 DHRA

4.9. Rapid Appraisals STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 Rapid appraisals intend to gather information for facilitating implementation of planned interventions. Table 6 indicates the Bureau’s Rapid Appraisal for the next five years from 2021/22. Table 6: Rapid Appraisals Description of the Responsible S/N Rapid appraisal Appraisal questions Methodology Timeframe rapid appraisal person 1. Post audit This study aims at i) Which processes i) Interview June 2022 IAU assessment studies examining causes for are prone to audit ii) Questionnaires CA recurrence of audit queries? iii) Document review DQM queries. ii) What are the root causes of these audit The findings shall queries? inform corrective iii) W hat are the measures to be reasons behind the undertaken. recurrence of the audit queries? iv) W hat are preventive measures to be undertaken? 2. Capacity of the The study aims i) What types of i) Interview June 2022 DQM Bureau to conduct at assessing the infrastructure ii) Document review DSD 54 destination readiness of the and facilities are iii) Questionnaire DTM inspection Bureau’s systems and available? iv) Survey DHRA structures to manage ii) Which imports do v) Focus Group Discussion inspection of all not have standards (FGD) imports at destination. in place? vi) Physical Observation iii) W hat are the The findings shall resources needed for mitigate shortcomings efficient and effective emanating from performance? the termination iv) W hat are the of PVoC (Pre- challenges and risks Shipment Verification associated with the of Conformity) transition? programmes. v) What is the business community’s reaction towards institutional performance? STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 Description of the Responsible S/N Rapid appraisal Appraisal questions Methodology Timeframe rapid appraisal person 3. A study to This study aims at i) What are the i) Interview June, 2022 DQM assess efficacy finding out the best gaps in the ii) Document review of inspection inspection approach existing inspection iii) Questionnaire mechanisms which will cover all mechanisms? iv) Survey products and services ii) Which products v) Focus Group Discussion in the market and services do not fall into existing The findings shall mechanisms? facilitate strengthening iii) W hat are the of compliance. challenges facing the existing inspection mechanisms? iv) W hat is the best approach to cover all products, premises and services? v) W hat financial and 55 human resources are required? 4. A study to assess This study aims at i) Who are the i) Focus group June 2022 PBU revenue generation strengthening financial potential customers? ii) Interview CA from testing resource mobilization ii) What is the capacity iii) Questionnaires DTM and metrology strategies. requirement for iv) Document review STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 laboratories maximum resource v) Survey Findings shall inform exploitation? improvement in use iii) W hat is the best of opportunities approach for associated with service provision testing and metrology and retention of services among customers? others. iv) Are there competitors offering the same services? Description of the Responsible S/N Rapid appraisal Appraisal questions Methodology Timeframe rapid appraisal person 5. A study to assess This study aims i) Why are i) Interview June 2022 DSD stakeholders’ at improving stakeholders more ii) Questionnaires engagement stakeholders’ participatory in some iii) Document review in standards engagement sectors in providing iv) Survey development in standards comments? development. ii) Are the tools used by the Bureau Findings shall facilitate in stakeholder strengthening engagement adequate participation of and appropriate? stakeholders and iii) What are the experts in developing challenges facing national standards. participation of stakeholders in standards development? iv) What are experts’ opinions on their 56 involvement in standards development?

4.10. Evaluation Plan This Evaluation Plan aims to obtain evidence as to what extent the interventions and outputs achieved have led to the achievement of the outcomes as envisioned in the Strategic Plan. It identifies the goals and studies to be conducted during the plan, who will be responsible for carrying out the plan, responsible persons and when results will be reported as Table 7 show. STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 Table 7: Evaluation Plan S/N Evaluations Description Evaluation Questions Methodology Timeframe Responsible Person 1. Effectiveness in This evaluation aims i) To what extent has the Bureau i) Document June, 2022 DQM regulating food and at assessing how implemented the mandate? review cosmetics effective has the ii) What is the compliance status? ii) Survey Bureau implemented iii) Are the control systems in place iii) Question- the mandate of sufficient? naires regulating safety and iv) What are the shortcomings in iv) Focus Group quality of food and implementing the mandate? Discussion cosmetics. v) Are the resources in place v) Interviews adequate and effective for the execution of the mandate? vi) Is there sufficient competency to execute the mandate? vii) What is the perception of customers? viii) W hat are the financial impacts to 57 TBS in executing the mandate? 2. Performance This evaluation aims i) Are the packaging technology i) Document June 2022 DTM and opportunity at assessing the opportunities exhausted? review of packaging Bureau’s performance ii) What are the challenges ii) Survey technology in towards utilization of experienced in packaging iii) Question- industry and packaging technology technology? naires commerce and opportunities iii) To what extent do packaging iv) Focus Group STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 in industry and materials affect the safety of food? Discussion commerce. v) Interviews 3. Customer This evaluation aims i) What is the accessibility and i) Question- June 2026 PRMU satisfaction level on at assessing the reliability of TBS services? naires TBS service delivery effectiveness of TBS ii) How does TBS handle SQMT ii) Interview service delivery to customers’ complaints? iii) Document customers iii) What is TBS public visibility? review iv) What is the understanding of the iv) Focus group uniqueness of TBS services? discussion v) What are the customers’ recommendations on TBS service delivery? STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26

4.11. Reporting Plan This plan shows all reports that will be used in the execution of the Strategic Plan. The Report Plan contains both internal and external reports namely; Quarterly, Semi-annual, Annual implementation reports and Overall Performance reports. Internal Reporting Plan Internal Reporting Plan is a plan that contains reports that are prepared and used internally for effective implementation of the Strategic Plan. Several reports will be prepared and shared internally by the Director General, Directors, Managers and Heads of Units, so as to track progress and the challenges during implementation. These reports include monthly reports, quarterly and annual performance reports. The Reporting Plan is detailed in Table 8. Table 8: a) Internal Reporting S/N Type of Report Recipient Frequency Responsible Person 1. Unit Progress Report Director General Monthly/ Quarterly Heads of Unit 2. Sectional Progress Report Directors Monthly/ Quarterly Managers 3. Directorate Progress Report Director General Monthly/ Quarterly Directors 4. Internal Audit Report Board of Quarterly Chief Internal Directors Auditor 5. Risk Management Report Director General Quarterly Risk Coordinator 6. Director General’s Progress Board of Quarterly Director Report Directors General External Reporting Plan External Reporting Plan contains reports that are used by external entities. The reports are prepared on quarterly and annual basis. The Reporting Plan is detailed in Table 8 b). Table 8: b) External Reporting Responsible S/N Type of Reports Recipient Frequency Person 1. Audited Financial Permanent Secretary Annually DG Statements (MIT), Treasury Registrar 2. Performance contract Treasury Registrar Annually DG between BoD and TRO 3. Performance reports Permanent Secretary Quarterly/ DG (Progress Reports, Budget (MIT), Treasury Registrar annually Memorandum, MTEF, Ruling Party Manifesto, Budget Speech) 4. Annual Reports and Permanent Secretary (MIT) Annually DG Accounts 5. Project execution reports Development Partners As per DG plans 6. Integrity reports Chief Permanent Secretary Quarterly DG 58

APPENDIX 1 THE FUNCTIONS AND ORGANIZATION STRUCTURE OF TANZANIA BUREAU OF STANDARDS (TBS) (Approved by the President on 05th November, 2018) 59 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26

APPENDIX 2 STRATEGIC PLAN MATRIX SN Objectives Strategies Targets Outcome Indicators Responsible 1. HIV/AIDS Strengthen i) Internal Policy for HIV/AIDS and NCDs reviewed by i) % of staff voluntarily infections Implementation June 2023 tested for HIV/AIDS and and non- of mitigation NCDs DHRA communicable measures against ii) 20 HIV/AIDS and NCDs awareness programmes ii)  % of staff covered diseases HIV/AIDS and developed and implemented by June 2026 by NCDs prevention reduced and NCDs programmes supportive iii) % of staff aware of the iii) 60 care and support services for HIV/AIDS and services HIV/AIDS and NCDs improved NCDs provided by June 2026 2. Effective i) Strengthen i) Workplace interventions programmes on preventing i) Trend of corruption DHRA Implementation adoption of and combating corruption developed and cases reported of National NACSAP III implemented annually by June, 2026 60 Anti-Corruption ii) Stakeholders’ perception Strategy ii) Strengthen on corruption in TBS good ii) Institutional Fraud and Anti-Corruption Policy enhanced and governance and developed and implemented by June 2026 sustained accountability 3. Standardization i) Enhance i) 3600 National Standards finalized by June 2026 i) % uptake of developed for development development of standards DSD of industry standards ii) 7000 stakeholders from 20 subsectors capacitated and commerce on SQMT by June 2026 ii) % of market driven enhanced ii) Enhance uptake standards approved of standards iii) 10 research programmes on SQMT conducted by June 2026 iii) % adoption of iii) Strengthen harmonized standards cooperation iv) Institutional Research Policy on SQMT developed with other and operationalized by June 2026 Standardization, v) 400 regional standards harmonized by June 2026 Quality Assurance vi) 500 international, regional and national enquiries for and Metrology proposed standards processed by June 2026 bodies STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 SN Objectives Strategies Targets Outcome Indicators Responsible 4. Assurance i) Strengthen i) Enforcement of conformity to standards for 600,000 i) % of substandard DQM/DTM of safety enforcement consignments of imported goods conducted by June products in the market and quality and compliance 2026 ii) % of unsafe products in of products to standards the market and services and regulations ii) Enforcement of conformity to standards for 290,000 iii) Trend of companies enhanced motor vehicles conducted by June 2026 certified for ii) Strengthen management systems systems for iii) 400 consignments for exportation facilitated by June 2026 iv) % of accredited TBS regulating conformity assessment products and iv) Market surveillance inspection plan developed and systems services operationalized annually iii) Improve v) 10 food risk assessment reports prepared by June accessibility 2026 to testing, metrology and vi) 500,000 test reports prepared by June 2026 certification services; vii) 50,000 calibration certificates prepared by June 61 2026 iv) Strengthen national and viii) 3500 products certified by June 2026 international ix) 15,000 products registration permits issued by June recognition 2026 for conformity assessment x) 25,000 premises registration permits issued by June STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 systems 2026 xi) 500 permits for promotional and advertisement of food and cosmetics issued by June 2026 xii)Management systems for 82 companies certified by June 2026 xiii) Six (6) zonal laboratories facilitated by June 2026 SN Objectives Strategies Targets Outcome Indicators Responsible xiv)Inspection and product certification systems accredited by June 2026 xv)  4 Calibration Measurements Capabilities (CMC) published by June 2026 xvi) State-of-the-art laboratory equipment installed by 2026 xvii) Testing and metrology systems accreditation maintained by June 2026 62 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 SN Objectives Strategies Targets Outcome Indicators Responsible 5. Capacity i) Strengthen i) Client Service Charter reviewed and implemented i) Level of customers’ DHRA/PBU/ to Deliver public awareness by June 2023 satisfactions LU/PMU/ Mandated on SQMT FAU/PRMU/ Functions ii) 25 public awareness programmes on SQMT ii) Audit opinion IAU/ICTU Enhanced ii) Enhance conducted by June 2026 human resources iii) Level of staff management iii) Ten (10) stakeholders’ meetings on SQMT performance conducted by June 2026 iii) Improve internal control systems iv) Communication and Marketing Strategy operationalized by June 2026 iv) Improve management v) Human resource management improved by June information 2026 systems vi) Governance and accountability issues v) Enhance mainstreamed by June 2026 Bureau’s good vii) Human resource policies and plans developed and 63 governance operationalized by June 2026 vi) Improve viii) Occupational health and safety issues working mainstreamed by June 2026 environment ix) Staff welfare plans operationalized by June 2026 vii) Enhance resource x) Institutional plans prepared and implemented by STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 mobilization June 2026 xi) Risk Management Framework reviewed and implemented by June 2026 xii) Monitoring and evaluation systems developed and implemented by June 2026 xiii) Risk based Internal Audit Plan prepared and implemented annually xiv) Accounting Procedure Manual reviewed by June 2023 xv) Financial Regulations reviewed by June 2023 SN Objectives Strategies Targets Outcome Indicators Responsible xvi) Financial statements prepared and audited by September 30th, annually xvii) Assets management systems reviewed annually xviii) Internal control and risk management systems evaluated by June 2026 xix) Institutional performance reports prepared quarterly by June 2026 xx) Infrastructure and e-office management information systems installed and maintained by June 2026 xxi) Bureau’s data storage and security systems operationalized by June 2026 64 xxii)Integration of institutional systems with other Government departments facilitated by June 2026 xxiii) ICT Strategy reviewed and operationalized by June 2026 xxiv) TBS website updated and maintained by June 2026 xxv) Procurement Plan prepared and implemented annually xxvi) Procurement of goods, services and logistics management facilitated annually by June 2026 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 SN Objectives Strategies Targets Outcome Indicators Responsible xxvii) Statutory meetings of Workers’ Council conducted annually by June 2026 xxviii) Institutional Board Charter operationalized quarterly by June 2026 xxix) Legal documents database developed and maintained annually by June 2026 xxx) Maintenance and utility plans operationalized annually by June 2026 xxxi) Outsourced non-core services plans operationalized annually by June 2026 xxxii) Institutional buildings and equipment maintained by June 2026 xxxiii) Six (6) zonal laboratories and offices built and 65 maintained by June 2026 xxxiv) F ive (5) business write-ups developed and implemented by June 2026 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 66 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 67 STRATEGIC PLAN FOR THE PERIOD OF 2021/22 – 2025/26 For more details contact: DIRECTOR GENERAL TANZANIA BUREAU OF STANDARDS P. O. Box 9524, Dar es Salaam – Tanzania Tel: +255 22 2450206 / 2450949 / 245 0298 Fax: +255 22 2450959 / Hotline: 0800110827 E-mail: info@tbs.go.tz Complaints: complaints@tbs.go.tz www.tbs.go.tz 68