Strategic Business Plan · 2018. 12. 17. · SLOT Analysis ... Financial Position and Projection.....16. 1 Strategic Business Plan 2013-17 Introduction While CUTS was ... Strategic

Strategic Business Plan2013-17

D-217, Bhaskar Marg, Bani Park, Jaipur 302016, IndiaPh: +91.141.2282821, Fax: +91.141.2282485

Email: [email protected], Website: www.cuts-ccier.org

CUTS Centre for Competition, Investment& Economic Regulation (CUTS CCIER)

CUTS Centre for International Trade, Economics & Environment

Contents

Introduction ......................................................................... 1

Objectives ............................................................................ 1

Special Initiatives ................................................................. 3

Approach to Research, Advocacy & Networking ................... 4

SLOT Analysis ....................................................................... 6

Organogram and Personnel Profile ....................................... 7

Monitoring and Evaluation Framework ................................ 8

Future Initiatives .................................................................. 9

Implementation Challenges & Opportunities ..................... 10

Communication and Outreach Strategy .............................. 13

Human Resource Development/Management ................... 15

Financial Position and Projection........................................ 16

1Strategic Business Plan 2013-17

Introduction

While CUTS was established in 1983-84 as a consumerprotection group, over time it flowered into five

programmatic centres going beyond traditional consumerprotection related issues. To confer a distinct identity to CUTS�work on competition and regulatory policy issues, a Centrewas established in 2003, and named CUTS Centre forCompetition, Investment & Economic Regulation (CUTS CCIER).CUTS CCIER operates under the advice/guidance of itsInternational Advisory Board (IAB) headed by eminentcompetition expert Professor Frederic Jenny (a Judge in theFrench Supreme Court - Cour De Cassation) and comprising ofother academicians, practitioners and intergovernmentalorganisation specialists drawn from institutions like WTO,UNCTAD, World Bank etc. The list of the Advisors is availableon the CUTS CCIER website (www.cuts-ccier.org/Advisors_Index.htm).

In 2006, CUTS CCIER adopted a new �Mission Statement�,following a round of intense discussion that involved theadvisors. CUTS CCIER�S new Mission Statement1 is:

Promoting Fair Markets to enhanceConsumer Welfare and Economic Development

CUTS CCIER has the following programmatic areas:� Competition Policy and Law� Economic Regulation� Consumer Protection� Investment Climate

ObjectivesThe main objectives of the centre are:� promoting research activities in the developing world on

themes coinciding or having linkages with theprogrammatic areas;

� wider outreach and dissemination of relevant knowledgeand skills to increase awareness and build capacity ofcivil society, government and business community;

� evolving approaches to facilitate active participation ofconsumers in the process of socio-economic policyreforms; and

� developing and maintaining extensive global network(s),promoting the need for effective regulation for consumerwelfare and economic development.

1 The erstwhile Mission Statement of CUTS CCIER was �To be a centre ofexcellence on regulatory issues�

To confer a distinct identityto CUTS� work oncompetition and regulatorypolicy issues, a Centre wasestablished in 2003, andnamed CUTS Centre forCompetition, Investment &Economic Regulation (CUTSCCIER).

2 Strategic Business Plan 2013-17

AffiliationsCCIER is affiliated to various national and international

agencies, organisations and institutes. Some of the affiliationsare:

GLOBAL� International Network of Civil Society Organisations on

Competition (INCSOC)� Working Group onUnilateral Conduct, International

CompetitionNetwork (ICN)� Centre Advisory and Review Group, Centre on Regulation

and Competition, Institute for Development Policy andManagement, University of Manchester, UK

� Advisory Board, American Antitrust Institute, WashingtonD.C., USA

� Advisory Committee, Institute of Consumer AntitrustStudies, Loyola University Chicago School of Law,Chicago, USA

REGIONAL� Foundingmembers of South Asia Forum for Responsible

Business (SAFORB)� Advisory Committee of OECD on Investment for Africa� UNCTAD Investment Division and Competition and

Consumer Policies Branch

NATIONAL� Advisory Committee, Central Electricity Regulatory

Commission, India� Working Group on Competition Policy and on Consumer

Protection, Planning Commission, Government of India� Advisory Committee, National Competition Policy

constituted by theMinistry of Corporate Affairs� Working Group on Business Regulatory Framework

constituted under the Steering Committee on Industry bythe Planning Commission of India

Valuing the Productive RelationshipWe applaud the impact that CUTS has had in raising the profile ofcompetition policy issues in developing countries and, indeed among thedonor community. We value the productive relationship that CUTS andDepartment for International Development (DFID) had built up in recent yearson this agenda.

Gareth ThomasParliamentary Under Secretary of State, DFID, UK

(2008-2010)


� Task Force on National Competition Policy constituted undertheWorking Group on Business Regulatory Framework

� State Advisory Committee for Joint Electricity RegulatoryCommission (JERC) for State of Goa & Union Territories

� Advisory Committee of Airports Economic RegulatoryAuthority of India (AERA)

� Voluntary Consumer Organisation (VCO) registered byPetroleum and Natural Gas Regulatory Board (PNGRB)

� Advisory Committee on Regulation, CompetitionCommission of India (CCI)

� Advisory Committee of Telecom Regulatory Authority ofIndia (TRAI)

Special Initiatives

CUTS Institute for Regulation & Competition (CIRC)www.circ.inEnhancing Knowledge, Strengthening Capacity

CUTS CCIER established the CUTS Institute for Regulation &Competition (CIRC), which aims to act as a dedicated training andcapacity building entity and fill the existing knowledge gap oncompetition policy and regulatory issues. The aim is to offereducational and training programmes to cater to the unmetdemand of trained personnel in the following subjects: EconomicRegulation and Competition Policy.

Parliamentarians� Forum on Economic Policy Issues (PARFORE)www.parfore.in

The Centre facilitated formation of Parliamentarians� Forum onEconomic Policy Issues (PARFORE, www.parfore.in). PARFORE wasconceived as a non-partisan and informal forumwhereMembersof Parliament (MPs) from India are able to air their views on coreeconomic policy issues in the field of trade, competition,regulatory reforms, investment and their cross linkages. Thediscussions at PARFORE meetings would not only help evolvegreater understanding among Parliamentarians on complex policyissues having considerable public interest significance, but wouldalso help CUTS extract important policy elements for its work onsocio-economic and regulatory policy reform.

Deep Roots in CompetitionCUTS tree has deep roots (in competition) leaves and foliage providingshelter to the hapless consumers throughout the globe and flowers and fruitsthat are the envy of many.

S ChakravarthyFormer Member, MRTP Commission


International Network of Civil Society Organisations onCompetition (INCSOC)

The International Network of Civil Society Organisations onCompetition (INCSOC, www.incsoc.net) was floated by severalcivil society organisations (CSOs) as a coalition promoting ahealthy competition culture in theWorld. The concept cameout of extensive work on the subject of competition policy &law undertaken by Consumer Unity & Trust Society (CUTS).INCSOC was the result of a path-breaking project oncomparison of competition regimes in seven developingcountries (popularly called the 7Up Project) of Asia & Africa(2000-02).

Approach to Research, Advocacy & Networking

CUTS CCIER is a Research, Advocacy and Networking(RAN) entity � a character that the Centre derives from the

organisation, CUTS.

Research

Advocacy

Networking

What?

On public policy issueswhere there is a lack ofunderstanding and evenbackground information,for gathering evidence,where required, andinitiating reforms

Use existing or self-generated evidence toinitiate a process ofsocio-economic reformsthat are need-based andhas potential broad-based impact

Evolve fora whereorganisations havingsimilar focus/objectives(civil societyorganisations as well asdevelopment partners)can discuss and learn bysharing of experiencesand actions

Why?

In order to pursueevidence-basedadvocacy and capacitybuilding activities

To initiate a process ofchange (both in policyand practice) in theinterest of economicdevelopment andconsumerwelfare

To facilitate the processof practical learning andactions

How?

In addition toundertaking research onour own, also partneringwith other researchorganisations, consumerorganisations, think-tanks, associations, etc.to undertake theresearch

Through various means� policy discourses,events, personalcommunication, publicdissemination,empowermentofadvocates, etc.

Through onlinenetworks, therebymaintaining institutionalmemory and profile ofnetworks. INCSOC is anetwork beingmaintained by CUTSCCIER (one of its kind intheworld!)

Contd...


ModusOperandiThe Centre follows the RAN model (Research, Advocacy

and, Networking) for performance of its operations. Themodelis adopted for both funded and non-funded operations carriedout at the Centre. At times, the outputs of non-funded workassist in procurement of funded projects.

The model is implemented by the following means:� participatory research (thereby building self-capacity)

on relevant topics pertaining to the programme areas,� motivating civil society organisations throughout the

developing world to undertake research work on theabove programme areas,

� outreach by disseminating research reports;contributing newspaper articles; developing briefingpapers, monographs; preparing and distributingnewsletters, hosting discussions on e-groups andpostings on the CUTS website, leveraging on new socialmedia, such as Facebook, etc.

� building capacity of interested organisations byresponding to �felt-needs�,

� training of multiple stakeholders on Regulatory Policyissues (including Competition Policy & Law, Economicregulation, Consumer protection & Investment climate),

� engaging in advocacy processes by involving multiplestakeholders, with the media playing a pro-active role,

What? Why? How?

Develop capacity of civilsociety organisations,government agenciesand differentassociations indeveloping countries forthem to pursueeconomic growth andconsumer welfare goals.Need-based

awareness andsensitisation is alsoundertaken to createdemand for capacitybuilding

There is huge demandfor capacity buildingamong thesestakeholders in thedevelopingworld(especially, given thatthe process of trade andregulatory reforms hasprogressed in thedevelopingworld).In some areas, there

is a lack of awareness(and consequently,absence of demand forcapacity building).Creating awareness isimportant to createsustainable demand forcapacity building

CapacityBuilding

By undertaking joint-research and advocacyprojects, enhancingskills through trainingand exposure andcreating linkages withexperienced/renownedorganisations


� developing and maintaining extensive networksthroughout theworld,

� collaborating with other programmatic centres ofCUTS International to implement national/internationalprojects,

� working in close partnership with developmentpartners, civil society organisations to execute national/regional/international projects, thereby developing thecapacity of southern & northern civil society oneconomic policy & regulatory issues.

SLOT Analysis

An analysis of the Strength � Limitations � Opportunities -Threats (SLOT) of CCIER is presented below. It is

Strengths

� Working in �niche areas� for considerable time� Evidence based policy advocacy� Good leadership and competence� International/global partnerships and networks� Reputed �international advisory board� members� Promoting �Trilateral Development Cooperation (TDC)�� Bottom-Up approach, involvingmultiple stakeholders� Niche areas where a vacuum exists are identified and acted

upon on a dynamic basis� Equal emphasis on content as well as process aspects of

research, advocacy, networking and capacity building activities� Limited access to core support from development cooperation

partners

Opportunities� Capacity building on Competition Issues in Asia and Africa� Scope of work in the area of Regional economic cooperation in

South Asia, with focus on energy� Strong �sectoral� focus on Telecom, Power, Healthcare and

Pharma, etc� Awareness, advocacy on climate change and renewable

energy issues� Promoting ConsumerMovement in Developing Countries� Ever-increasing demand for effective regulatory frameworks

and better regulatory capacities in Asia and Africa� India emerging as a �donor�/TA provider in Africa, Asia� Emerging areas:

� Corporate Governance and Responsible Business Conduct� Financial sector regulation

Limitations

� Recruitment andretaining of goodquality staff

� Limited visibility inareas other thancompetition policyand regulation

� Low-level ofcontrol over offield-work andprimary datacollection

Threats

� Political and Policychanges

� Conflict andregime changes

� Frequent changesin bureaucracy

� Irregularities incontinued supportfromdevelopmentcooperationpartners

� Continuation ofsenior levelproject managers


necessary to strive towards en-cashing the opportunities, andbe aware of the limitations � while designing programmes,etc.

Organogram and Personnel ProfileThe following diagramme provides an idea of the

organogram of CUTS CCIER.

The (above) staff comprise of economists, lawyers, socialscientists, development practitioners and managementexecutives. All of them are on pay-roll and have a specific taskassigned to each. In addition to the above full-time staff ofCUTS CCIER, the Centre also engages consultants from time totime to implement projects. These consultants are eitherselected from the list of CUTS Fellows or from outside.

Further, CUTS CCIER also has a team of InternationalAdvisers, who guide project teams and also staff on theirprojects. This International Advisory Board (IAB) of CUTS isheaded by renowned competition expert (and Judge in theFrench Supreme Court), Frederic Jenny and comprise of 19members.

First NGO Stepped in AfricaCUTS is the first NGO to have stepped out of its boundaries to work in a poorcountry in Africa to extend its knowledge and experience on economic policyissues as an �appropriate technology�. The Zambia Competition Commissionhas benefited from its association with CUTS, which began in 2000; and hascommended CUTS for providing assistance to other developing countries inAfrica and Asia on the subject of competition policy and law.

George K LipimileCompetition and Consumer Laws and Policies Expert


Personnel planningIn view of the agenda (current and future) that CUTS CCIER

intends to pursue in this plan period, it would be necessary toincrease the staff strength by few more staff.

Monitoring and Evaluation Framework

Monitoring and evaluation framework can be consideredfrom two perspectives: (i) Organisational and (ii)

Project-specific.

OrganisationalThere are various ways and means by which CUTS CCIER

(like the other Centres of CUTS) monitor its activities on aregular basis, as is enumerated:

(i) Weekly Meetings � held weekly to assess the activities ofthe Centre staff at the beginning of the week, and shareresponsibilities and keep all members of the Centreinformed;

(ii) Monthly Meetings � held once a month and minuted to actas a ready-reckoner for individual staff to take specificproject related actions;

(iii) Annual Retreats � To take a macro/long term view andanalyse the growth of the centre � diagnose (try to)challenges and identify opportunities

(iv) Issue /project specific meetings (in the project team)

Project-specificEvery project has a specific time schedule (and its

implementation is guided by an Operational Strategy Note(OSN), which is based on the project proposal. Further, most ofthe projects also have a Logical Framework Analysis preparedfor it to help in the process of ex-post assessment. Annual andFinal Evaluations by independent entities are also undertaken.

Creating a Competition Culture in the Developing WorldUNCTAD cooperates closely with civil society to increase awareness of thebenefits of competition policy for consumers and for economic developmentin general. In this respect, CUTS and UNCTAD have a long history ofcollaboration on creating a competition culture in the developing world. It is,thus, a pleasure for me to commend the long term efforts undertaken in thisfield by CUTS.�

Supachai PanitchpakdiSecretary-General, UNCTAD (September 2005-August 2013)


Future Initiatives

The following chart provides an idea about proposed (2013-2016) projects, which CUTS CCIER has developed (through

a process of careful internal discussions and review), andwould be taken up for implementation in the suggestedperiods. These are all projects that are funded by a donor.

Apart from these funded projects, CUTS CCIER has alreadytaken up a number of self-initiated assignments. Some of themare also regular like � (i) Competition Distortions Dossier (forIndia), (ii) PIR to stimulate investigation by CompetitionCommission of India; (iii) Newsletters; (iv) Campaigns (World

2013-2014

India Competition &Regulation Report (ICRR-2013)

Interface between Trade andCompetition Policy (Primaryand Agricultural Products)

Competition Reforms toenable consumer welfare(CREW)

Energy Trade in South Asia

Regulatory ImpactAssessment (ADB)

Business ResponsibleCorporate Conduct (BRCCProject � Pharmaceutical)

-

-

-

2014-2015



Competition Reforms toenable consumer welfare(CREW)

Deepening DREC work inIndia

Energy Trade in South Asia

Regulatory ImpactAssessment in an economicsector

7Up Latin America(Competition and PublicProcurement)

Competition issues in MENARegion

Business ResponsibleCorporate Conduct � FoodSector

2015-2017



Competition Reforms to enableconsumer welfare (CREW)

Deepening DREC work in India

Regulatory Impact Assessmentin an economic sector

7Up Latin America(Competition and PublicProcurement)

Competition issues in MENARegion

Business ResponsibleCorporate Conduct � FoodSector

-


Competition Day, International Competition Fund);(iv) PARFORE meetings.

Implementation Challenges & Opportunities

In the run-up to the preparation of this Strategic BusinessPlan (2013-17), there were several rounds of internaldiscussions in the team to identify the existing challenges andopportunities for CUTS CCIER. An analysis of the same isprovided here, and it is critical that both these challenges andopportunities are identified and addressed in order for CUTSCCIER to be able to implement this SBP (2013-17).

Expected Outcomes

Averting/recovery ofexchange loss

Long-term sustainedgrowth of centre

Towards a Functional Competition Policy for IndiaStarting from a small consumer protection organisation about two decadesago, the Consumer Unity and Trust Society has become an important andlarge NGO with interests in trade policy and competition. Over the past threeyears, especially, it has managed to collect some formidable talent and put itto work on these issues. It has thus honed policy advocacy to a fine art. (Itoo have been associated with CUTS research). Its latest offering �Towards aFunctional Competition Policy for India� is rich in both information andanalysis and therefore well worth at least a leisurely browse.�

TCA Srinivasa RaghavanNoted Columnist

Business Standard, January 28, 2005

Donor Dependence and Declining Traditional Funding

Issues

Exchange Rate Fluctuation

� Detection of large variations/fluctuation in fund receipts andreporting to donors

� Proper contingency planning� Costing of activities in local

currency

Explore alternative fundingchannels (given decline intraditional donor funding)

Tools

� Continuousmonitoring ofglobal exchange rates andimplication on amountsreceived

� Inclusion of �contingency�as a budget item inproposals

� Project budget preparationin INR

� SeniorManagementRetreat to discuss thisissue and develop an

Contd...

Challenges


Issues Tools Expected Outcomes

� Greater clarity about �outcomes�to be pursued (those which canbe achieved)

� Need to pursue �outcomes� asopposed to �outputs�

Need to package messages to suitthe targeted audience by usingappropriate Information EducationCommunication (IEC) tools for thispurpose

Gathering cases (emerging fromCUTS work) to stimulate theCompetition Commission to takeactions

agenda for:i) fund-raising from

traditional sources(donorswith commoninterests)

ii) fund-raising from non-traditional sources (bids,consultancy, CSR funds,etc.)

� Development of a results-framework at the level ofthe organisation to beemulated and adapted byrespective centres

� Internal capacity buildingactivities and on the-jobtrainings for usingapplicable tools such as

LOGFRAME, THEORY OFCHANGE, OUTCOMEMAPPING, STAKEHOLDERANALYSIS, etc.

ComprehensiveCommunication Strategywithguidelines to use appropriatemeans (like media outreach,parliamentary advocacy, etc.)and tools

Design the researchmethodology such thatfindings for preparing �casematerials� can be extracted

Greater impact ofCUTS work on theground

More effectiveoutcomes

Better competitionenforcement �demonstrating theimportance ofcompetition to thelayperson

Need for Outcome-oriented Projects

Communication vis-à-vis �Target Group�

Complementing Competition Enforcement in India


Experience on Competition Policy and Law Issues

Opportunities


Pursue Institutional Models of Engagement

� Develop initiatives derivingelements from successfullyimplemented (andinstitutionalised) models

� Evolve these models into moreeffective instruments for:

i) linking policy with impacts onthe ground

ii) fostering South-Southcooperation achieving bettertrilateral developmentcooperation TDC outcomes

iii) implementation in otheremerging economies � in lightof demand (ASEAN, Africancountries)

Developwork programme incertain emerging and alreadyidentified issues (like CSR/responsible investments;competition, informality andgrowth; climate change/energyefficiency; etc.)

� Adopt a holistic approach tocompetition reforms activitiesin Africa/Asia. Demonstrateimpact of competition reformson developmental indicators �using evidence on the ground.

� Continuouslymonitor progressin project countries (even afterthe project gets over)

Apply (evidence-based policy)models like 7Up and RESA innewenvironments

� Develop project ideas� Undertakenon-funded

projects/initiatives (writebriefing papers, articles, etc.)

� Seek guidance from advisers(IABmembers)

� Move from regional projectsto country-level projects(developMethodologiesaccordingly)

� Develop �feedback channels�to receive updates afterproject conclusion

Effectiveimplementation ofneed-based/bottom-up initiativesinfluencing policyand practice changes

First mover�sadvantage on theseissues

Act as catalysts inthe competitionreforms process �and foster healthycompetition culturein project countries

Initiate Work in �Niche Areas�

Contd...



Undertake projects that highlightthe need for preservingconsumer welfare/interest as adeterminant for regulatoryefficiency (utilities sector)

CUTS has an enviable trackrecord, experience of capacitybuilding CSOs and Govt.agencies in many countries ofAfrica and Asia

Pursuing Consumer Participation in Regulatory Reforms in Developing World

Use the experience from RESAproject and ConsumerSatisfaction survey/analysisdone for HERC (India)

CUTS is able to complement thework of Indian government andact as a provider of researchand capacity building supportfor recipients in Africa

Contribute towardseffectiveimplementation ofregulatory policy forachieving consumerwelfare

Long-termsustainability andgreater political buy-in for CUTS work

India emerging as a �donor�/TA provider

Communication and Outreach Strategy

CUTS is known for its consistent and sustained advocacyefforts. Almost every research project of the centre has an

inbuilt advocacy component, which helps in ensuring thatresearch outcomes create an impact towards policyformulation/implementation. It becomes very important todisseminate the research result � otherwise the work would bein vain. But, how do we communicate those results? How canwe convert the data into knowledge? Data that are not sharedor are shared with only few people is not considered valuable.A successful communication strategy will enhance the abilityof research to achieve the intended outcomes.

The following matrix summarises the elements of CUTSCCIER�s communication strategy.

Success IndicatorsCUTS CCIER�s communication strategy (as sumamrised

above) is based on a very commonly used formula forcommunications strategy is RACE2, which stands for:� Research - Investigate and describe the situation and the

need� Analyse - Determine the target audience, goals, objectives

and tactics� Communicate - Implement the tactics� Evaluate - Determine level of success

2 John Marston (1963) , The Nature of Public Relations


Types ofCommunication

Generic

Target Specific

Modes

Emails/Mailing lists

Letters

E-Groups

Newsletters

E-newsletters

CurrentModes

ParliamentOutreach

Networkmembers

Project/InitiativeSpecific:Events, Publicationsetc.

FatureModes

Blog/Micro blogs(e.g. twitter)

Social networkingsites (e.g.Facebook, LinkedInetc.)

Audience

People interested inspecific issues orsubject

Different stakeholders

Multiple stakeholders(mainly, civil society,business andgovernment)

Mailing List

E-group and websitevisitors

Parliamentarians andother policymakers

INCSOCMembers

Donors, stakeholderswithin and acrossproject territories

Visitors and like-minded organisations,institutions, targetedaudience

Visitors and like-minded organisations,institutions, targetedaudience

Outcome

Knowledge sharing,network

Information sharingand/or seeking

Dissemination,announcements,coalition-building,campaign

Briefing about projects,ideas, information

Briefing about projects,ideas, information

Impact on policyformulation/implementation

Various information

Disseminate ideas,initiate campaign,spread knowledge

Disseminate ideas,initiate campaign,network

Contd...


Human Resource Development/ManagementThe practice of changing people and organisation for positivegrowth is common factor of organisational development.Organisational development is proportionate with above-stated agenda. Therefore, it is crucial that human resourcesare dynamically productive andmotivated.

The objectives of human resource development/management are to:

� Organisation: achieve efficiency and effectiveness byhelping them to attain efficiency in their operations andattainment of goals to attain efficiency.

� Personal: creating work-life balance by helping toacquire, develop, utilise, and maintain employees.

� Social: attending legal, ethical, and socialenvironmental issues. Equal opportunity and equal payfor equal work, helpingwomen empowerment.

At present, there are 13 staff working with the centre, fiveof them are programme staff. The staff comprise ofeconomists, lawyers, social scientists, developmentpractitioners and executives

The composition of the human resources of the centre isvaried given the nature of its work � overall it is relativelymore intensive to network-based action research along withadvocacy so as to achieve results and outcomes that createand impact towards policy formulation/implementation.Keeping in mind all factors i.e. organisation, functional,personal, social etc. relating to diversity of human resources,over time, human resources capacity will be increasedappropriately.

A separate team for policy advocacy, networking andoutreach, and capacity building will be developed. There willbe programme area wise consolidation of human resources.

Types ofCommunication

Modes Audience Outcome

Podcast/VideoSharing

Text/Instantmessaging (e.g.Cell phone, Skypeetc.)

Targeted audience

Targeted audience

May increase theorganisation cost but apicture/video is a worththousandwords

Text: can reach peoplewithout the computer

Instant: Immediateavailability


Turnover

(Rup

eesin

Million)

Financial Position and Projection

The financial position has been prepared by recording theincome (total cost of projects) that have been implemented

by CUTS CCIER on a yearly basis, and calculating a yearly raisein the income (since 2004-05).

Yearly projections in income over the period 2011-12onwards, has been made by using the average yearly growthrate (%) for each year.

Documents

Strategic Business Plan · 2018. 12. 17. · SLOT Analysis ... Financial Position and Projection.....16. 1 Strategic Business Plan 2013-17 Introduction While CUTS was ... Strategic