CTI Retreat Report unveiled










Mr. Subhash M. Patel                Chairman

Mr. Paul D. Makanza                1st Vice Chairman

Mr. Yogesh Manek                   Councilor

Mr. N E Maembe                     Councilor

Mr. Hussein Sufian Ally              Councilor

Mr. Leodegar Tenga                 Executive Director / Secretary to the Council

Invited Guests

Dr. Gracian  Bamwenda             Consultant - Presenter

Mr. Aidan Eyakuze                   Executive Director of Twaweza East Africa - Moderator


Ms. Lilian Manga                     Director, Finance and Administration

Ms. Neema Mhondo                 Director, Membership and Services

Mr. Akida Mnyenyelwa              Director, Policy and Advocacy

Mr. Perege Gumbo                  Communications Specialist

Ms. Anna Kiango                     Personal Secretary

Ms. Anna Kimaro                     Policy Specialist Business Environment

Mr. Frank Dafa                        Policy Specialist Trade

Ms. Herieth Saria                     Accountant

Ms. Annette Temu                   Membership and Services Officer



The CTI Governing Council met on 26th September 2019 to conduct a review of the current performance of CTI in order to recommend an appropriate strategy for an efficient, vibrant and sustainable future of CTI.


The Executive Director thanked the Council members present and introduced the two invited guests – Dr. Damian Bamwenda, a consultant working with the Ministry of Industry and Trade and Mr. Aidan Eyakuze, Executive Director of Twaweza EA Ltd.

The CTI chairman, Mr. Subhash Patel opened the meeting at 09.30 hours, and welcomed the consultants to deliver their presentations.


Two presentations related to the objective of the Retreat were made. Dr. Gratian Bamwenda delivered the first presentation on ‘The Transformation of CTI’ and the second presentation on “Exploring the Future in perspective of Tanzania, Industry and CTI” was made by Mr. Aidan Eyakuze.

Both of the presentations focused on the need to look at the current global trends in determining how CTI should position itself. The two presentations highlighted the following major issues:

  1. Having been in existence for 20 years, since its establishment, CTI needs to re-examine its ambition, purpose and mode of operation in view of the changing social, economic and political conditions in the country in order to remain relevant to its members and stakeholders.


  1. The world is changing so fast and the developed world is currently far ahead of us as a country. As such, we should aim at taking appropriate measures if we are to compete and remain relevant in the grand scheme of things. We should realize that most of the industrialized world has already reached the 3rd or 4th Phases of Industrial Revolution  (the digital and artificial intelligence phases), while we are still struggling to achieve the 2nd Phase (mass production phase). We should also take note of the dominant US-led international system and the emerging Chinese Belt and Road Initiative in articulating what we should be doing. On a regional and continental scale, we should recognize the impact of the regional and continental forums such as the EAC, SADCC, COMESA and AfCFTA on our country’s economy and industrial development in particular.


  1. For CTI to remain relevant and attractive, it should deliver value adding services / products to its members and stakeholders.


  1. The focus for CTI should be to shift towards being an information / knowledge provider over and above advocating for solutions to the challenges facing its members. The overall aim should be to help its members move from their current sub-optimal scale of manufacturing to modern competitive manufacturing. Providing information and training that will enhance the capacity of members to plan and improve their performance will add value.


  1. CTI should position itself as a partner in the Government’s development efforts, particularly in promoting the industrialization agenda.


  1. CTI should articulate its role in the development of the country. It should tell its own story on what it is doing and what is its contribution to the social economic wellbeing of the country. It should leverage members’ successes in telling its (CTI’s) story.


  1. CTI needs to move from being seen as an organization that dwells on presenting complaints and challenges to the Government to being a service / solution provider.




After the presentations, the Councillors deliberated on the matter and came up with the following key proposals:


  1. 1. Policy Issues

5.1.1 The CTI Secretariat should be enhanced to be able to collect information on global trends in manufacturing, marketing and organization that will shape the local production / manufacturing capacities and make them competitive both locally and internationally.

5.1.2 CTI needs to continue taking a proactive approach towards policy advocacy. This includes actively engaging in regular dialogues with Key Government officials, heads of regulatory agencies and Government institutions, members of Parliament and important stakeholders. The aim for dialogue should be to sensitize the policy and decision makers on CTI’s positions, get updates on policy reforms and understand the Government’s perspective on various issues affecting the industrial sector. Achieving this will position CTI as the voice of industry and driver of the policy formulation process.

5.1.3 CTI should leverage its members’ success stories as evidence for building confidence and influence in policy formulation process.

5.1.4 CTI should organize regular meetings with members on sub sectorial basis to discuss and come up with recommendations on key issues affecting their performances. 

5.1.5 CTI should always have a manageable number of major crosscutting issues affecting industries to focus on and should provide regular updates to the members on the progress. In that way, it will be seen to be working / delivering for the members.


  1. 2. Membership and Services issues

5.2.1 CTI should enhance its efforts in increasing and widening the membership base.

5.2.2 CTI should have a reliable database of its members in order to have a good understanding of their capacities and requirements for effective representation and advocacy. The database should include key contact persons of the respective member companies to facilitate effective communication.

5.2.3 CTI should use its Website as a platform for interaction of its members and the general public. The website should be used for exchanging / sharing business information, advertising products and services, job offers, among many other things.

5.2.4   CTI should plan at recruiting large companies to improve subscription income.

5.2.5   CTI should organize luncheons or dinners with corporate companies to discuss pertinent issues affecting industries and forge a close relationship.

 5.2.6  CTI should seek information on newly registered companies from TIC and BRELA for recruitment.

 5.2.4 CTI should engage and form alliances with other membership organisations such as the organisations of Chinese, European and Turkish Industries in the country to share experiences and forge close ties.

 5.2.5 CTI should continue putting emphasis on visiting members as the most effective means of establishing a strong link with them.

5.2.5  CTI should actively be involved in the development of educational curriculums and internship programs for universities, colleges and other training institutions. These programs should focus on developing the required skills for the graduates by exposing them to the practical experience of working in manufacturing plants.

5.2.6 CTI should continue to collaborate with TPSF and other PSO’s in pursuing the introduction of universal membership for PSOs in the country as proposed in the draft Private Sector Policy Paper currently under consideration by the Government.


  1. 3. Communication Issues

5.3.1 CTI should align the interests of both the internal public (members) and the external public (government and other stakeholders) to become a credible voice for the industry in Tanzania.

5.3.2 CTI should improve its visibility by effectively implementing its Communication Strategy. There is a need for CTI to increase its communication links with members through the different media / communication platforms – electronic and print media, emails, telephone, WhatsApp, website and other social media platforms.

5.3.3 CTI should provide regular updates on its activities to members.

5.3.4 CTI should always provide prompt feedback as and when required by members.

5.3.5 CTI should enhance its communication capacity by building the capacity of the Secretariat and upgrading the available facilities.


  1. 4. Finance and Administrative Issues

5.4.1 CTI must review of the structure its Secretariat in order to meet the revised objectives.

5.4.2 CTI must beef up its Secretariat by increasing the number of staff and enhancing their capacity to meet the envisaged requirements.

5.4.3 CTI should be able to generate the necessary financial resources to operate sustainably.

5.4.4  CTI should enhance subscription collection efforts.

5.4.5 CTI should work on maximizing generation of funds from other activities such as the PMAYA competition and event, the Coffee Book Publication, consultative meetings with key Government officials and professional training programmes.

                                  5.4.6 CTI should work towards securing external finances to run planned projects.

5.4.7 CTI should work at securing Memorandums of Understanding (MoUs) and / or Cooperation Arrangements with Government Ministries, Departments and Agents (MDAs) to grant CTI exclusive mandate to perform certain roles / functions such as verification, authentication and processing applications of companies / individuals on behalf of the respective institutions.  For example, at the moment, all truck owners have to be registered by the Tanzania Truck Owners Association (TATOA) to get the necessary permits from the Government.




In the end, it was agreed that:


6.1     The Secretariat should compile proceedings of the Retreat and distribute them to the Councillors for further input and that final a Retreat session would be held to firm up the revised strategy at a date to be decided by the Management Committee.

6.2     In the meantime, efforts should be exerted in ensuring that the outstanding annual subscriptions are collected, the required subscriptions for the Coffee Book Publication are obtained and the PMAYA Event is successfully held.

6.3     Councillors and other established members should actively engage in CTI activities and use their influence to sensitize other members to meet their outstanding subscriptions and participate in CTI activities. In the short term, the important activities include finalizing the Coffee Book Publication and organizing the PMAYA event. If the members were committed to paying annual subscriptions and actively engaging and participating in CTI activities, the sustainability of CTI would be attained.

6.4     The Secretariat should prepare a short term financing plan for the period 1st October to 31st December 2019 for the consideration of the MSFA and Management Committees.


6,5     The CTI Chairman, Mr. Subhash Patel, volunteered to send in his communication expert to help the Secretariat to improve the Website and the communication facilities available at CTI. He also offered to provide financial support in facilitating publicity of CTI activities leading to the PMAYA Event and the AGM.




     The CTI First Vice Chairman, Mr. Paul Makanza, thanked the Chairman for his unwavering commitment to the CTI course; Dr. Bamwenda and Mr. Eyakuze for their useful input; and the rest of the participants for their contributions.  

     Furthermore, the 1st Vice Chairman thanked the Chairman for offering the venue of the meeting and the hospitality accorded.



   The Chairman thanked the participants for their valuable contributions and closed the meeting at 13:45 hours.