NIF STRATEGY FRAMEWORK DEVELOPMENT VERSION II Increase Africas

NIF STRATEGY FRAMEWORK DEVELOPMENT (VERSION II) Increase Africa’s economic support base by investing in its entrepreneurs and collaborating with entities with similar objectives.

DISCLAIMER This presentation was created for the purpose of discussion only. By attending this presentation and/or reviewing the slides you acknowledge and agree to be bound by the following conditions. Assumptions are inherently subject to significant uncertainties and contingencies. Neither we, nor any of our respective agents, trustees, members, partners, sponsors or advisors intend or have any duty or obligation to supplement, amend, update or revise any of the forward-looking statements contained in this presentation. The information and opinions contained in this presentation, are given as at the date of this documentation or presentation and are subject to change without notice. Certain statistical and other information incorporated in this presentation are interpolated and deduced from publicly available third party sources. As such it presents the views of those third parties, but may not necessarily correspond to the views held by Namibia Investment Fund. No Investment Advice This presentation has been prepared without reference to your particular investment objectives, financial situation, taxation position and particular needs. It is important that you view this presentation in its entirety. If you are in any doubt in relation to these matters, you should consult your stockbroker, bank manager, solicitor, accountant, tax(ation) adviser or other independent financial adviser (where applicable, as authorised in Namibia and other African Countries, under their Financial Advisory and Intermediary Services Acts). TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 2

NAVIGATING STRATEGIC POSSIBILITIES Strategy Formulation and Execution Practices to Flourish The competitive advantage and positioning of NIF in the business world will be formulated by using an integrated strategic architecture perspective, and the following seven strategic architecture building blocks will be embodied: q Strategic leadership as a key capacity that gives life, meaning and on-going momentum to the strategy of an organisation. q The development of views on the external and internal strategic landscape and context of an organisation. q Strategy formulation and development which include a menu of strategic options and choices to consider. q The development of multiple futures perspectives for an organisation. q Strategy execution practices to make strategy a lived reality for stakeholders. q Strategy renewal and innovation practices to refresh the strategy on a continuous basis. q Entrepreneurial leadership and strategy practices to foster both entrepreneurship and intrapreneurship. Note The approach used to develop NIF strategic framework will be highly influenced by the body of work done by Marius Ungerer, Gerard Ungerer and Johan Herholdt in their book named NAVIGATING STRATEGIC POSSIBILITIES, 2016. TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 3

MAP Process guide TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 4

STRATEGIC THINKING DEPARTURE POSSIBITY THINKING TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 5

WHAT IS NIF’S STRATEGIC THINKING DEPARTURE POINTS? How are NIF’s leaders & managers and those of organisations NIF invest in or JV with ought to start their thinking? q POSSIBILITY THINKING: q “We can re-invent our work as a place of contribution rather than an arena for my success … a contribution produces a shift away from self-concern and engages us in a relationship with others that is an arena for making a difference” – Roz and Ben Zander. q “… upward spiral conversations do not ignore the way things are, but thinking about possibilities empowers us to accept current challenges without being held hostage by circumstances or feeling helpless to change current realities. ” q COLLABORATIVE THINKING: q “Collaborating on skills, competences, talents and passions creates extraordinary results. The same principle is applicable to business – focus on the areas that make your business unique and find partners for the rest. ” q ABUNDANCE THINKING: q “Although the threat of scarcity still dominates our worldview, scarcity as a condition in our world is often contextual and relative. Abundance thinking accepts that innovation can turn scarcity into abundance. ” q NEW ECONOMY VALUES THINKING: q “The current pattern of large benefits to a few executives is unsustainable in an era of stakeholder activism. The movement of business towards a more active positive partnering with societies is a growing trend. ” q “In a new economy values perspective, power is not used in a self-centric way by leaders, but to empower others to do great things. The focus is on the responsibilities of leaders rather than their power. ” q PARADOX THINKING: q “Paradox thinking empowers strategic leaders with the capacity to think innovatively and inclusively about challenges and dilemmas. By upholding two competing possibilities and not choosing between them, opportunities open and enlarge. ” TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 6

IDENTITY AND ASPIRATIONALS WHO WE ARE AND WHERE TO WE ARE HEADING TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 7

IDENTITY OF NAMIBIA INVESTMENT FUND (NIF) Who We Are Vision Mission Values A desired future What we are here to do Principles to guide our mission To have more Africans in the Investor and Business Quadrants. To inspire and give Africans the awareness to become [POISE]; producers, owners, investors, savers and entrepreneurs. Transparency Novelty Quasi-Capitalist Inclusive “To enable the highest African human potential. ” TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 8

VISION A desired future To have more Africans in the Investor and Business Quadrants. Deliberation The expected results of these efforts are more Africans making up the economical support base, thus more people generating formalised value and paying Tax; and shifting to have more Africans into the Investor and Business Quadrant rather than being mostly or only in the employees’ quadrant. Ultimately, 96% of capable Africans must be in two or more of these categories [POISE]: P – Producers (i. e. software & ICT applications; medicine; agriculture: meat – beef, chicken, fish; fashion: shoes and clothes). O – Owners (i. e. Have joint ventures with foreign investors of factories, mines, plantations, services companies). I – Investors (i. e. Provide equity for most African companies start-ups; Buy shares in Namibian unlisted and listed companies and buy shares in most international companies selling goods to Africans). S – Savers (i. e. The source of capital used to invest or cover expenses for start-ups, and will remain an essential discipline as long as capitalism exist – especially for those from poor backgrounds as they need to create a foundation to join the system). E – Entrepreneurs (i. e. The special kind who are mentality stronger to thrive in VUCA business environments, and keep evolving to avoid becoming oblivion). TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 9

MISSION What we are here to do To inspire and give Africans the awareness to become [POISE]; producers, owners, investors, savers and entrepreneurs. Deliberations Through its conducts and collaborations with other entities and organisations, NIF aims to ensure that every African knowns the following items and their implicitly associated concepts. The drive is to reduce the number of the youth turning 25 years old without understanding and or being involved with any of these items and their implicitly associated concepts. TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 10

VALUES Principles to guide our mission 1. Transparency Ø NIF’s fundamental value seeks to promote a strong culture of openness, honesty, integrity, ethics and accountability in order to build trust, and deep credible relationships with stakeholders. 2. Novelty Ø NIF investigates and deploys progressive and creative solutions using its problem solving driven, young, vibrant and diverse memberships and associates to solve any challenge. 3. Quasi-Capitalist Ø Returns are not only defined in monetary terms. Stakeholders are at the “heart” of NIF but understands the capitalist nature required to be productive and successful whilst operating in a volatile, uncertain, complex and ambiguous (VUCA) business environment. 4. Inclusivity Ø NIF believes that Africans are not short of ideas to resolve their own challenges nor those of the world. They however require an opportunity to evolve their ideas to proof if they are economically viable or not. Ø This last value also aligns well with the brand slogan of NIF i. e. “You Matter”. TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 11

GENERIC STRATEGIES WHERE TO PLAY AND HOW TO WIN TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 12

STRATEGIES Tools TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 13

COMPETITIVE STRATEGIES NIF’S DISTINCTIVENESS TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 14

PORTER’S GENERIC COMPETITIVE STRATEGIC OPTIONS q ZERO COST OF CAPITAL • • Contribution as a want and conspicuous consumption Transparency enables humans inner values and believes. Access to an investment oriented network. Access to knowledge and human capital for creating and venture development. q COLLABORATION AND JOINT VENTURES • NIF will collaborate, make joint ventures and create alliances with institutions, organisations, foundations, entities and individuals that share a similar identity and aspirations. q LEVERAGE VARSITY GRADUATES • NIF will have near zero operations cost by using educated, knowledgeable, energetic, collaborative, and possibility thinking & aspiring varsity graduates for free in exchange for exposure, experience and access to NIF’s network. q LEVERAGE TECHNOLOGY TO PROVIDE SERVICES Chosen quadrants of focus TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) • Embrace technology and AI 100% in providing services to the masses thereby reducing cost and time. NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 15

THE VALUE DISCIPLINES WHAT TO VALUE NIF FOR AS CUSTOMER TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 16

TREACY AND WIERSEMA’S THREE VALUE DISCIPLINES q OPERATIONAL EXCELLENCE • Operational excellence aligns with a cost leadership and cost focus strategic choices (from Porter's generic strategy). q HOW WILL NIF ACHIEVE THIS? • There will be an integrated system like the “BUSINESS MATCHMAKING” used by Mining Indaba Team at Cape Town 2020. This will make matching interests within NIF and from outside inquiries easier and faster. This system will also help with mentorship searches. • Online application systems - including Facial recognition technology like that offered by BACE Group (from Ghana) will eliminate paper and security bureaucracy that often make these processes tenuous and tedious i. e. costly. Chosen area of focus TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) • Due to a vast membership with a variety of technical capabilities and exposures and embedded values - start-ups and businesses can easily be evaluated for fitness to receive capital, or advised to amend some areas to reduce what NIF perceives as imminent risk. NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 17

DIGITAL/PHYSICA L ORIENTATION THE WAY THAT NIF MAKES ITS OFFERING AVAILABLE TO CUSTOMERS TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 18

DIGITAL AND PHYSICAL ORIENTATION OPTIONS TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 19

INDUSTRY-BASED STRATEGIC STYLE CHOICES THE NATURE AND TYPE OF ACTIVITY NIF ENGAGES IN TO PRODUCE VALUE FOR CUSTOMERS TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 20

INDUSTRY-BASED STRATEGIC STYLE CHOICES q VISIONARY STRATEGY • A visionary strategy style is the arena of entrepreneurs and innovators who see a future landscape and mobilise decisive actions to realise the associated opportunities. A visionary strategist considers the environment not as a given but as something that can be moulded to create a competitive advantage. Visionary strategists must have the courage to stay on track towards a vision and need to ensure that the required resources are mobilised. • NIF solution and approach is in the visionary strategy style, and would thereafter requires an "adaptive strategy" once similar models are created across the globe. TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 21

STRATEGIC POSTURE OPTION NIF’S INTERNAL AND EXTERNAL DIMENSIONS TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 22

STRATEGIC POSTURE OPTIONS q AGGRESSIVE POSTURE STRATEGY • The aggressive posture is typical of an attractive industry with stable economic conditions. Financial strength enables an organisation with this strategic posture to maintain its competitive position. An organisation in this position takes full advantage of industry growth, merger and acquisition opportunities and allocates the required resources to reap potential benefits. 0. 2 . 0 , 5 5 TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 23

FOREIGN MARKET ENTRY OPTIONS PART OF NIF’S LOCAL AND CONTINENTAL STRATEGY AGENDA OPTIONS FOR OUTREACH TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 24

STRATEGIC POSTURE OPTIONS TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 25

GRANT STRATEGY REPRESENT MASTER STRATEGIES THAT NIF WILL EMPLOY TO ACHIEVE ITS GOALS TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 26

EXTERNAL-ORIENTATED GROWTH STRATEGIES TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 27

EXTERNAL-ORIENTATED GROWTH STRATEGIES. . . TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 28

EXTERNAL-ORIENTATED GROWTH STRATEGIES. . . External-orientated growth strategies Grand strategy choice Rationale Implications Reinforcement effects Low product development cost - existing Keeping operating cost low. products need some modification to cater Concentric diversification - Complementary for NIF targeted segments [compared to Ensure product differentiation from elements exist in the market. Banks/Private Equity/Cash loans/etc. who the start. offer similar products] Keeping operating cost low. No need to setup new infrastructure. Joint Ventures - function is of large magnitude to successfully operate across Manage & align interests [NIF Identity used Importance of having Corporate Namibia and Africa. Identity [values/mission/vision]. as a filter to find partners] Strategic alliances - One Economy, Dololo, Formulate terms of operating to ensure that Keeping operating cost low. Olafika Development Programme, Rapid a "symbiotic" relationship is establish to Learning Africa, Kasi Vibe, Growth Mosaic achieve the intended results. Allow NIF to fill skills gaps and Banks with SMEs/Entrepreneur Fund experience by teaming up with field with interest in the same space. experts. As under "strategic alliances" to allow NIF to concentrate on new innovations to unlock Consortia - use financial market industry value of developing masses of coordination to minimise risks of entrepreneurs for the benefit of the competition [encourage collaboration], "economies" in Africa. Keeping operating cost low. through cost sharing [developing Economies of scale. entrepreneurs as an industry] and increased Moreover, investors will have vast and economies of scale [combining funds and variety of businesses and ideas to place their similar entrepreneurs] to export goods. "hard-earned" capital, as there will now be more and more ready for investment startups. TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 29

OUTCOME End goal Source: NAVIGATING STRATEGIC POSSIBILITIES, 2016 by Marius Ungerer, Gerard Ungerer and Johan Herholdt TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 30

JOIN THE FUND HOW ARE YOU GOING TO PART-TAKE IN NIF? TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 31

STRATEGY WORKLOAD: ARE YOU READY TO CONTRIBUTE? Where would you contribute the most value to the FUND: as a committee member or a regularly contributing member/shareholder? COMMITTEE MEMBER q Spend significant amount of personal time working alone and as a team member to conduct research and synthesis content that will be used to develop the strategic framework for NIF. Either as part of the (a) communication & advertisement; or (b) operations & investment; or (c) legal & governance team. CONTRIBUTING SHAREHOLDER q Participate in NIF’s Whats. App group or Zoom or Jitsi meetings or other group matters, actively or passively. Share or comment on economic and financial content in line with NIF’s identity. q Requirements: • • Embrace NIF’s identity. Result oriented. Time to fulfil assigned task by team lead. Tenacity and perseverance to push through. Eager to upskill and challenge themselves. Ability to collaborate and work in teams. Regular monetary contributions of N$500 per instance – “skin in the game = indicates the believe in the course”. TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) q Educate non-NIF persons about NIF and allow them to, over time, decide if they wish to joining NIF or not. • Embrace NIF’s identity. • Possibility, collaborative, abundance, new economy values, paradox thinker. • Eager to take action on economic matters. • Result oriented. • Regular monetary contributions of N$500 per instance – “skin in the game = indicates the believe in the course”. NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 32

AM I READY TO MAKE THIS CONTRIBUTION TO NAMIBIA INVESTMENT FUND (YES/NO)? PERSONAL ASSESSMENT PRIOR TO CONTRIBUTING TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 33

CONSINDERATION FOR CONTRIBUTION TO NIF Prior to deciding to contribute money to NIF “NIF CONTRIBUTION”, here are some points to consider: INCOME TYPICAL NEEDS shelter Food and shelter Energy (Electricity/Gas) Mobility Education Health TYPICAL LOWER RISK Government bond Treasury bills Mutual funds Family trust High yield savings Accounts TYPICAL WANTS Gadgets/electronics Shopping (clothes) Shoes/makeup Entertainment Restaurants Travelling TYPICAL C. C. Designer items Sport car Mansion and penthouse Art collection Strip clubs Vacation TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NEEDS SAVINGS & INVESTMENTS WANTS CONSPICUOUS CONSUMPTION SPECIAL NEEDS Chronic Disease Person with different abilities Care for old person Step/orphan child Church contr. SPECIAL HIGHER RISK Equities/stock market Farming Housing Start-ups Innovation (R&D) Forex trading SPECIAL WANTS Play high-end sports Space travel Tattoos Attend Art plays & Concerts Visit holy places NIF CONTRIBUTION SPECIAL C. C. NIF CONTRIBUTION Philanthropy Own wild animals Movies Memorabilia Own islands Own a yacht NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 34

THE TEAM TRUST SETTLORS TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 35

SETTLORS The people who put assets into the trust Mr. Protasius Aluvilu M. Sc. Metals & Energy Finance, Imperial College London B. Sc. Mining Engineering, University of Witwatersrand NIF Trustee (2020 - ) Namibian TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) Ms. Bertha Iitana M. Sc. Industrial Engineering (ongoing); University of Witwatersrand Pg. Dip Mining Engineering B. Sc. Mining Engineering, University of Witwatersrand NIF Trustee (2020 - ) Namibian Mr. Immanuel Haushiku USB - Management Development Programme (MDP) B. Sc. Mining Engineering, University of Namibia NIF Trustee (2020 - ) Namibian NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 36

CONTACT DETAILS Registration no. : T 14/2020 (Issued in terms of the TRUST MONIES PROTECTION ACT 34 OF 1934) Bank account details Namibia Investment Fund FNB Gold Business Account: 62268161793 Swakopmund Branch code: 280472 Swift Code: FIRNNANX Reference: Name & Surname Postal address P. O. Box 2997 Swakopmund Namibia Residential address Erf 7747 Swakopmund Namibia Office Email: namibiainvestmentfund@gmail. com Cells: +264 81 211 4698/+264 81 127 2673/+264 81 681 1841 TRUSTEES PROTASIUS ALUVILU (NAM); BERTHA IITANA (NAM); IMMANUEL HAUSHIKU (NAM) NAMIBIA INVESTMENT TRUST FUND (NIF): STRATEGIC FRAMEWORK REG no. T 14/2020 37