ZIMBABWE has placed regulatory reform, access to affordable finance, infrastructure, human capital and economic resilience at the centre of its National Competitiveness Strategy 2026–2030.
This comes as the Government is looking to lower the cost of doing business and strengthen the capacity of local enterprises to compete in regional and global markets.
The strategy, launched at the National Competitiveness Commission (NCC) Summit in Bulawayo yesterday, provides a coordinated framework for tackling structural constraints that have historically affected productivity, investment, innovation and enterprise growth.
Industry and Commerce Minister Nqobizitha Mangaliso Ndlovu said the strategy was being introduced at a critical stage in Zimbabwe’s development trajectory.
Its implementation is expected to complement the country’s industrialisation agenda under the National Development Strategy 2 (NDS2) and Zimbabwe National Industrial Development Policy 2 (ZNIDP2).
“Zimbabwe stands at a pivotal moment in its development journey. As we advance towards the attainment of Vision 2030 and the objectives set out in the National Development Strategy 2,” HE said.
The industry minister stressed that it is imperative to create an environment in which businesses can thrive, innovate and compete effectively, regionally and globally.
“The National Competitiveness Strategy 2026-2030 represents our collective response to this national imperative.”
The Government seeks to move beyond individual reforms towards a more integrated approach in which policies, regulations and public-sector interventions reinforce rather than undermine private-sector productivity.
“This strategy provides a comprehensive and coordinated framework for addressing the structural challenges that have historically constrained Zimbabwe’s competitiveness.
“Building on the foundations of economic stability and reform, it sets out a clear roadmap for strengthening the conditions necessary for sustainable economic growth and transformation,” Minister Ndlovu said.
He said the interventions under the NCS were organised around four interconnected “gears”: Stability and Governance; Finance and Markets; Infrastructure and Human Capital; and Resilience.
The four-pillar approach places the operating environment for business alongside productive capacity, financing and the economy’s ability to withstand shocks.
Of particular significance to businesses is the strategy’s emphasis on regulatory reform, with the Government recognising that the cumulative cost and complexity of compliance can constrain enterprise expansion.
“A key priority under this Strategy is the creation of a more efficient, predictable and business-friendly regulatory environment.
“Excessive regulatory costs, complex administrative procedures and overlapping mandates have, over time, increased the cost of doing business and constrained enterprise growth, particularly among small and medium enterprises,” Minister Ndlovu said.
The Government is therefore positioning Regulatory Impact Assessment (RIA) as a central instrument in improving the quality of regulation.
“The implementation of Regulatory Impact Assessment, which is part of the broader Ease of Doing Business Reforms that the Government continues to implement, therefore represents an important step towards ensuring that regulations are necessary, proportionate, evidence-based and supportive of economic development.
“Through this approach, the Government seeks to strengthen the quality of regulation while safeguarding the public interest and reducing unnecessary burdens on business.”
RIA will ensure that the potential economic and social consequences of proposed regulations are considered before they are introduced, potentially reducing unintended costs and regulatory duplication.
For the private sector, the significance lies in creating greater predictability around regulatory requirements while ensuring that legitimate public-interest objectives are maintained.
Minister Ndlovu said the NCS was closely aligned with ZNIDP2, with the two frameworks designed to address different but complementary aspects of economic transformation.
“The NCS is closely aligned with and complementary to the Zimbabwe National Industrial Development Policy 2 (ZNIDP 2), 2026-2030.
“While ZNIDP 2 provides the overarching framework for industrialisation, value addition, beneficiation and the development of competitive manufacturing value chains, the NCS focuses on the cross-cutting conditions required to enable these ambitions to be realised.
“These include macroeconomic stability, access to affordable finance, efficient infrastructure, an enabling regulatory environment and a skilled and productive workforce. Together, the two policy instruments provide a coherent framework for building a more industrialised and resilient economy.”
This alignment is important as Zimbabwe seeks to increase domestic production, deepen value addition and improve the competitiveness of local manufacturers.
Industrial policy identifies sectors and value chains requiring development, while the competitiveness strategy addresses the broader operating conditions that determine whether businesses can successfully participate in those value chains.
These include the cost and availability of capital, infrastructure reliability, skills availability, regulatory efficiency and the ability of firms to withstand economic and external shocks.
NCC board chairperson, Mrs Patience Chimuka, said the board had a responsibility to ensure that the strategy translated into measurable improvements rather than remaining a policy document.
“In endorsing this Strategy, the Board is satisfied that it meets the highest standards of policy coherence, fiscal prudence, and developmental impact,” she said.
Mrs Chimuka said the timing of the NCS was significant given changes in the global economic environment and the increasing importance of regional integration.
“The NCS arrives at a critical juncture for our nation. The global economic landscape is increasingly volatile, shaped by geopolitical realignments, technological disruption, and the accelerating impacts of climate change.
“ At the same time, Africa is advancing regional economic integration through initiatives such as the African Continental Free Trade Area (AfCFTA), creating new opportunities for trade, investment, industrialisation and regional value chains.”
She said Zimbabwe needed to strengthen productive capacity and innovation if local enterprises were to take advantage of these opportunities.
“Against this backdrop, enhancing national competitiveness has become more critical than ever. For Zimbabwe to survive and thrive, we must move beyond incremental reforms and embrace a transformative approach that strengthens productive capacity, drives innovation, improves the business environment and positions our economy to compete effectively in regional and global markets.
“This strategy sets out that transformative agenda and the board is committed to ensuring its implementation with the requisite urgency, discipline and rigour.”
A key test of the strategy will therefore be whether its interventions produce tangible improvements in the operating environment for businesses.
Mrs Chimuka said the board would use its oversight role to scrutinise implementation and outcomes.
“Our oversight role demands that we ask difficult questions: Are we removing the binding constraints to private sector growth? Are our resources being deployed efficiently?
“Are we delivering measurable improvements in the ease of doing business? The NCS answers these questions through its clear strategic objectives, prioritised interventions, and a robust monitoring and evaluation framework.”
She placed particular emphasis on RIA, saying its implementation would be closely monitored.
“The board will pay particular attention to the implementation of the Regulatory Impact Assessment (RIA) regime, as mandated by the recent Office of the President and Cabinet Circular. We view RIA as a non-negotiable tool for embedding good regulatory practice across all government entities, and we will actively track its adoption and effectiveness,” said Mrs Chimuka.
The emphasis on monitoring is significant because the success of the NCS will ultimately depend on implementation by all arms of the Government rather than the NCC alone.
Acting NCC chief executive director Mr Brighton Shayanewako said the strategy was the product of research, consultation and policy analysis aimed at identifying the country’s competitiveness constraints and developing practical interventions.
“Our national competitiveness is a measure of our ability to foster a conducive business environment, one that encourages investment, innovation, and productivity.
“The NCS serves as our central guide for this mission, directly aligning with the goals of NDS 2 and ZNIDP 2 to transform our economy and attain an upper middle-income status by 2030.”
Mr Shayanewako said the strategy was designed to move from diagnosis to implementation.
“The strategy moves beyond simply identifying challenges; it provides concrete, actionable interventions to address them.”
He said the NCC’s expanded mandate would require it to coordinate implementation across Government ministries, departments and agencies.
“The strategy is built upon a solid foundation of understanding our current competitiveness challenges. While historical rankings provide context, our focus is on contemporary evidence.
“The coordination of the NCS’s implementation is our expanded mandate, requiring close collaboration with all Ministries, Departments, and Agencies (MDAs) to ensure coherent and effective execution.”
RIA will be a major component of that coordination effort.
“A key tool in this process will be the widespread adoption of Regulatory Impact Assessment (RIA), a systematic process to ensure that all regulations support, rather than undermine, our competitiveness goals,” Mr Shayanewako said.
The NCC also intends to use monitoring and evaluation mechanisms to measure whether the strategy’s interventions are delivering the intended outcomes.
“The success of the NCS hinges on effective monitoring and evaluation. The commission will provide leadership on this effort, working with stakeholders to track progress against clear performance indicators and deliverables outlined in the Implementation Matrix.
“We are committed to a transparent and inclusive process, culminating in a formal Mid-Term Review in 2028 to ensure we remain on course.”
Beyond regulation and the business environment, the strategy places people at the centre of competitiveness.
Mrs Chimuka said human capital development, innovation and resilience were critical to ensuring that economic growth translated into broader opportunities.
“Furthermore, the Board recognises that competitiveness is ultimately about people, our entrepreneurs, our workers and our communities.
“The strategy’s focus on human capital development, innovation, and resilience speaks directly to the need to empower Zimbabweans to participate fully in and benefit from economic growth.
“We are particularly encouraged by the emphasis on upskilling women and youth, promoting digital literacy, and fostering a culture of innovation and intellectual property protection.”
This expands the competitiveness debate beyond traditional measures such as costs and infrastructure to include the capabilities of enterprises and workers to adopt technology, innovate and develop higher-value products.
The strategy also places considerable responsibility on stakeholders outside the Government.
Minister Ndlovu said implementation would require coordination between the public and private sectors, labour, civil society and other stakeholders.
“The successful implementation of this Strategy will require commitment, coordination and shared responsibility across Government, the private sector, labour, civil society and other stakeholders.
“Competitiveness is not the responsibility of any single institution; it is a national undertaking that requires collective action and a sustained focus on removing barriers to productivity, investment, innovation and growth.
“I therefore call upon all stakeholders to embrace this Strategy and play their respective roles in its implementation. Let us work together to unlock the full potential of our economy, strengthen the competitiveness of our enterprises and create sustainable opportunities for our people,” said Minister Ndlovu.
Mr Shayanewako said the collaborative nature of the strategy was central to its success.
“The NCS is a testament to what can be achieved through collaboration. It reflects the shared vision of the Government, the private sector, development Partners and academia to build a more resilient, productive and competitive Zimbabwe,” he said.
Mrs Chimuka similarly called on Government ministries, private-sector players, development partners, academia and civil society to participate in implementation.
“We also wish to underscore the importance of the partnership between the board, management and all stakeholders.
“The board stands ready to provide the strategic guidance and support necessary for the NCC to successfully coordinate and drive the NCS’ implementation.
“We call upon Government MDAs, private sector players, Development Partners, the Academia and civil society to embrace their respective roles and responsibilities within this framework.”
Minister Ndlovu said the strategy should ultimately be judged by its impact on productivity, enterprise development and living standards.
He said the NCS 2026–2030 was “more than a policy framework; it is a call to action”.
“Through its effective implementation, we can build a more productive, resilient and competitive Zimbabwe, capable of creating prosperity and improving the quality of life for all.”
For businesses, the immediate significance of the strategy will therefore be determined by how quickly its proposed reforms translate into a more predictable regulatory environment, improved access to finance, better infrastructure, stronger skills and greater capacity to withstand economic shocks.
The NCC has committed to a formal mid-term review in 2028, providing a defined point at which implementation progress can be assessed and interventions adjusted where necessary.
Mrs Chimuka said the ultimate objective was to translate the strategy into measurable economic outcomes.
“A competitive Zimbabwe is not an abstract aspiration; it is a concrete outcome of deliberate, sustained, and collective action. The Board is confident that the NCS provides the blueprint for achieving this outcome.
“We look forward to working with the NCC management and staff to ensure that this Strategy delivers tangible benefits for all Zimbabweans, positioning our nation firmly on the path to upper middle-income status by 2030.”-herald
