THE UNITED REPUBLIC OF TANZANIA

Transcription

1 THE UNITED REPUBLIC OF TANZANIA MINISTRY OF ENERGY AND MINERALS STRATEGIC PLAN 2011/ /16 Dar es Salaam NOVEMBER, 2012

2 THE UNITED REPUBLIC OF TANZANIA MINISTRY OF ENERGY AND MINERALS STRATEGIC PLAN 2011/ /16 Dar es Salaam NOVEMBER,

3 TABLE OF CONTENTS INTRODUCTION Background Purpose of the Strategic Plan THE HIGH LEVEL STATEMENTS... 7 Mandate Vision... 7 Mission Core Values... 8 Motivational Values... 9 Strengths, Weaknesses, Opportunities and Challenges (SWOC) Analysis STRATEGIC FOCUS AREAS AND OBJECTIVES STRATEGIC FOCUS AREAS...11 STRATEGIC OBJECTIVES Strategic Objective A: HIV and AIDS infection reduced and support services to employees improved Strategic Objective B: Implementation of the National Anti-Corruption Strategy effected, enhanced and sustained Strategic Objective C: Sustainable development and management of energy resources for national development enhanced Strategic Objective D: Sustainable development and management of mineral resources for national benefit improved Strategic Objective E: Resources management and support services improved RESULTS FRAMEWORK...14 Beneficiaries of MEM Services The Outcomes and Key Performance Indicators Matrix CONCLUSION...15 Sources of Funding Implementing Plan

4 FOREWORD The strategic planning process started in 2003 when the President s Office Public Service Management (PO-PSM) instructed all Ministries, Department and Agencies (MDAs) to develop strategic plans as tool in the implementation of the Performance Management System (PSM). This was cemented when the President s Office Planning Commission (PO-PC) prepared the Five Year Development Plan 2011/ /16 to expedite the realization of Development Vision 2025 goals. Following this process the Ministry of Energy and Minerals (MEM) has prepared this Strategic Plan to improve the quality services to clients and stakeholders in accordance with policies, laws, rules and regulations governing the energy and mineral sectors. Our Vision and Mission were reviewed to ensure that clients and stakeholders are strategically aligned. Strategic objectives and their respective targets and indicators were prepared to facilitate effective implementation of the plan. This Strategic Plan is a dynamic living document that is reviewed and updated as need arises to ensure that the Ministry is able to perform and measure the achievements of the set targets. The strategic objectives can be achieved through focused commitment and team effort such as MEM s staff and stakeholders to honor the trust placed to the Ministry to manage the country s energy and mineral resources for the benefit of Tanzanians.... 2

5 ACKNOWLEDGEMENT The Ministry of Energy and Minerals Strategic Plan provides strategic direction towards the organization s improvement through actions to achieve its Vision. The Ministry has updated its 2008/ /11 Strategic Plan to include priority goals on energy and mineral sectors prescribed in the Tanzania Five Year Development Plan 2011/ /16. The review of this Plan has been made possible through valuable contribution, commitments and participation of heads of departments, units and other senior staff in the Ministry. Ministry s vision. The objectives are: Objective A: Objective B: Objective C: Objective D: HIV and AIDS infection reduced and support services to employees improved. Implementation of the National Anti-Corruption Strategy effected, enhanced and sustained. Sustainable development and management of energy resources for national development enhanced. Sustainable development and management of mineral resources Objective E: Resources management and support services improved. years. Among the measures which will be used to achieve the intended results include increasing power generation and strengthening the power system to ensure availability of power supply in the country. We are also determined to put in place a comprehensive policy, legal and regulatory frameworks for guiding the emerging development of the large. With regard to the mineral sector we will focus on increasing revenue collection from the Government will continue to support small scale miners by transforming their activities into organized and modernized mining to increase their contribution to socioeconomic development. The Plan also represents a commitment to our core values, which emphasize on transparency and the rule of law in managing the energy and mineral sectors. Therefore, it is my expectation that this Plan will be executed effectively to ensure that energy and E. C. Maswi PERMANENT SECRETARY... 3

6 ABBREVIATION CA CEP CM DAHRM DDGV DPMU DPP EAC EWURA GN GST HEMU HGCU HIV and AIDS HLSU HMIS ICGLR KPIs KRAs LTPP MDAs MEM MRI NACSAP NGOs NSGRP PMRI PMS PO-PC PPP REA SADC SEAMIC SP STAMICO SWOC TANESCO TANSORT TAWOMA TCME TPDC Chief Accountant Commissioner for Energy and Petroleum Affairs Commissioner for Minerals Director of Administration and Human Resource Management Director of Diamond and Gemstone Valuation Director of Procurement Management Unit Director of Policy and Planning East African Community Energy and Water Utilities Regulatory Authority Government Notice Geological Survey of Tanzania Head of Environment Management Unit Head of Government Communication Unit Human Immune-deficiency Virus and Acquired Immune Deficiency Syndrome Head of Legal Services Unit Head of Management Information System International Conference on the Great Lakes Region Key Performance Indicators Key Result Areas Tanzania Long Term Perspective Plan Ministries Department and Agencies Ministry of Energy and Minerals Mineral Resources Institute National Anti-Corruption Strategy and Action Plan Non-Governmental Organizations (NGOs), National Strategy for Growth and Reduction of Poverty Principal Mineral Resources Institute Performance Management System President s Office Planning Commission Public Private Partnership Rural Energy Agency Southern Africa Development Community Southern and Eastern Africa Mineral Centre Strategic Plan State Mining Corporation Strengths, Weaknesses, Opportunities, and Challenges Tanzania Electric Supply Company Tanzania Diamond Sorting Organization Tanzania Women Miners Association Tanzania Chamber of Minerals and Energy Tanzania Petroleum Development Corporation... 4

7 DEFINITIONS OF KEY TERMS Key Performance Indicators (KPIs) - are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. Indicators include quantitative metrics such as process tracking and progress measurement. Mission - explains why the institution exists and what it does. It defines the institutional core business as well as its clients. Mission articulates the direction and scope of work of the institution. Objective - describes an end state and must be specific, measurable, attainable, and realistic and time bound. It should be outcome focused [effects/impacts or the change resulting from the intervention]. Outcome - is the result of something, or the way things end up. Performance Target - is how organizations measure the quality of its activities and services for each target. Strategic Focus Area- a priority area, critical area or Key Result Areas (KRAs). Strategic Plan is a document which provides strategic direction towards the organization s improvement through actions to achieve its Vision. Strategic Planning - is a process that determines institution s broad strategic direction. It is a collective and participatory process, involving senior management, employees, and consultation with a wide range of stakeholders. It looks at the big picture from a long-term perspective. Target - is an agreed quantifiable performance level or change to be attained by a specific period. Vision - a vision statement describes where an institution intends to be in the future. It describes what the institution believes in.... 5

8 1 INTRODUCTION 1.1 Background The Ministry of Energy and Minerals has been preparing its Strategic Plan (SP) since 2003 to guide the implementation of its plan and budget. This is a fourth plan, which will be implemented for five years, 2011/ /16. It has been prepared in line with Tanzania Development Vision 2025, the National Strategy for Growth and Reduction of Poverty [MKUKUTA], the Tanzania Five Year Development Plan 2011/ /2016, the Tanzania Long Term Perspective Plan (LTPP) 2011/ /26; and the Ruling Party Election Manifesto Purpose of the Strategic Plan This Plan aims at providing clear vision and mission that will guide the Ministry towards strategic direction. MEM s Strategic Plan for the year 2011/ /16, specifically focuses on increasing revenue collection; implementing sustainable projects/programmes; and jobs creation. This will contribute to socio-economic development through sustainable management and utilization of energy and mineral resources in an environmentally friendly manner. The Strategic Plan also stipulates strategic objectives and targets, which will be implemented in order to achieve the vision. For proper monitoring and evaluation of the Plan implementation, outcome indicators will be used to measure the overall Ministry s performance.... 6

9 2 THE HIGH LEVEL STATEMENTS High-level statements guide the Ministry in the implementation of its Strategic Plan (SP). These are mandate, vision, mission and values. 2.1 Mandate The Ministry of Energy and Minerals (MEM) was established under the Minister (Discharge of Ministerial Functions) Act, Cap. 299, Government Notice (GN) No. 494 of 2010, which came into operation on 24th November 2010 with the responsibilities of: developing energy and mineral policies and their implementation; electrification of urban and rural areas; and developing renewable and non-renewable sources of energy; mines development; carrying out geoscientific surveys; performance improvement and development of human resources under the Ministry; and undertaking extra Ministerial Departments, parastatal organisations, agencies, programmes and projects under this Ministry. Vision To be a vibrant and performance driven Ministry that ensures Tanzania s energy and mineral resources contribute significantly to the socioeconomic development of the country. Mission To promote, facilitate, regulate and monitor the development and sustainable utilisation of energy and mineral resources for the benefit of Tanzanians.... 7

10 2.2 Core Values Core values are beliefs, ethics and qualities, which will enable the Ministry to implement its mission and finally attain its vision. The Ministry core values are: accountability, effectiveness, transparency, responsibility, integrity, loyalty and results oriented. CORE VALUES Accountability Effectiveness Transparency Results oriented Integrity Responsibility Loyalty DESCRIPTION We will use legal, policy and ethical standards to underscore the importance of holding individuals accountable in the use of public funds and making progress on intended results. We will create clear linkages between employees and top management performance to efficiently and effectively contribute to the organizational success. We will provide our services in an open and fair manner. We will use competencies, which define the skills and supporting behaviours that employees need to contribute effectively to organizational results, based on valid, reliable and transparent performance management systems. We will always be honest, ethical and objective in all of our deliberations, actions and decisions. We will take responsibility for our own successes and failures for being accountable to the Government and the public. We are committed and devoted to the Ministry.... 8

11 2.3 Motivational Values Motivation values are internal and external factors that stimulate desire in people to be continually interested in and committed to a job, role and to exert persistent effort in attaining a common goal. Teamwork We use performance management systems to strengthen accountability for results, by putting emphasis on fostering the necessary collaboration, interaction and teamwork across organizational. boundaries to achieve results. Customer Focused We always treat our clients and customers with confidentiality. We are dedicated to the Ministry s vision and mission and committed to listening, respecting and responding to our customers needs. 2.4 Strengths, Weaknesses, Opportunities and Challenges (SWOC) Analysis Based on the self-assessment the Ministry identified strengths, weaknesses, opportunities and challenges as follows:- Strengths Committed leaders and employees; Improved Organisational Structure; Existence of skilled staff; Existence of policy, legal and regulatory frameworks; Power System Master Plan ; Existence of Mining Cadastral Information Management System; Existence of Training programme; Teamwork; Existence of Zonal and Resident Mines Offices; Existence of institutions under MEM (TANESCO, TMAA, REA, TPDC, STAMICO, TANSORT, GST and MRI); and Specialized technical services to diamonds and gemstones industry.... 9

12 Weaknesses Inefficient feedback mechanism; Poor records management; Inadequate capacity in law enforcement; Existence of conflict of interest; Lack of library services; and Inadequate office spaces. Opportunities Abundant energy and mineral resources; Political stability; Country s geographical location; Strategic partnership established with key stakeholders; Existence of Energy and Water Utilities Regulatory Authority (EWURA); Existence of international and regional cooperation; High demand for mineral and energy products; Capital markets; and Investment incentives. Challenges Expanding access to electricity; Mineral sector contribution to the GDP; Production of adequate power to meet demand; Having adequate financial and human resources; Retaining skilled staff; Having adequate local funding especially for development projects; Managing the environment; Economic stability; Volatility in oil price in the world market; Existence of illegal mining; Curbing spread of HIV and AIDS and other diseases; and Fighting corruption

13 3 STRATEGIC FOCUS AREAS AND OBJECTIVES 3.1 STRATEGIC FOCUS AREAS The Strategic areas are the Key focus or priority areas on which MEM should concentrate in five years to achieve its Vision and Mission.The Strategic areas will be operationalized through Strategic objectives that will guide the operations of the Ministry to deliver quality services to its stakeholders. No STRATEGIC AREAS Promote, develop and monitor the energy sector to maximize national benefits and ensure energy security Promote and expedite access to modern energy in rural areas Promote, develop and manage the mineral sectors to maximize national benefits Improve revenue collection from mineral and energy sectors Improve human resource and financial management DESCRIPTION This strategic area focuses on increasing power generation, distribution and transmission; developing alternative sources of cleaner; new and renewable energy sources; and promoting energy efficiency and conservation. This is an important factor for providing reliable and affordable energy supply in all productive sectors. Installed capacity is forecasted to increase from 1,100 MW in 2011 to 2,780 MW in Access to modern energy in rural areas is key for improving growth, economic development and enhancing living standards. Therefore, access to modern energy services in rural areas will be scaled-up and expedited to cover district headquarters, townships, villages and commercial centres, thereby increasing percentage of population with access to electricity from 6.5% (2011) to 15% (2016) in rural areas and from 14.5% (2011) to 30% by 2016 country wide. In the mineral sector the focus will be: on increasing investment in mining and value-added minerals; enforcement of mining laws and regulations; and increasing the mineral sector integration with other sectors of the economy by enhancing the local capacity in provision of goods and services in large mining projects. This will be achieved by providing the necessary incentives and supports for Tanzanians in providing such services and linking local miners and mineral dealers with international buyers. The Ministry will continue to monitor energy and mineral activities to improve revenue collection. During the period 2011/ /16, the Ministry s average collection of revenue will be TZS 200 billion per annum by 2015/16. Human resource and financial management are key factors for any organisation performance. The Government will continue to put aside financial resources for capacity building, particularly in the natural gas sub-sector and other rare professionals. It will also provide necessary incentives and motivation to employees and improve financial management through enforcement of financial laws and regulations

14 3.2 STRATEGIC OBJECTIVES This Strategic Plan contains five strategic objectives, which have been developed based on strategic focus areas. The rationales of the objectives are described below: Strategic Objective A: HIV and AIDS infection reduced and support services to employees improved. The purpose of HIV and AIDS objective is to provide a window for implementing the Tanzania Aids Control programmes at work places. The objectives specifically focus on creation of awareness for prevention of new infections, providing care and support to staff living with HIV and AIDS, encouraging voluntary testing and conducting outreach programs to small-scale miners through campaign on behaviour change. The expected outcome will be: increase in productivity; behavioural change; and reduced new cases of HIV infection Strategic Objective B: Implementation of the National Anti-Corruption Strategy effected, enhanced and sustained. This objective aims at strengthening anti-corruption mechanism by adopting NACSAP III. This will be achieved by strengthening the Ministry s integrity committee, ensuring adherence to codes of ethics, National laws and regulations and Client Service Charter. The expected outcome will be: reduced reported corruption incidents; integrity; and increased awareness on corruption Strategic Objective C: Sustainable development and management of energy resources for national development enhanced. This objective aims at ensuring adequate supply of energy to increase social and economic welfare. This will be achieved by: supply of adequate and reliable energy to the Nation, particularly to the rural community; facilitating and promoting the development of energy mix (coal, natural gas, wind, solar, biomass); and promoting energy efficiency and demand side management. Expected results will be: increased investment and economic growth; increased generation and access to electricity; decreased power outages; reduction in rate of deforestation; increased production of natural gas; increase in oil and gas exploration activities; and reduction of energy losses Strategic Objective D: Sustainable development and management of mineral resources for national benefit improved. This objective aims at increasing the revenue base and employment through enhancing the integration of the mineral sector with other sectors of the economy. This will be achieved by: promoting investment in the mineral sector; promoting value addition activities; helping local miners and mineral dealers to access international markets; creating employment opportunities; ensuring sustainable development of small-scale mining; improving health, safety and environmental management in mining operations; and strengthen auditing of investment and mining operations. Expected results will be: increased revenue collection; increased mining investment; increased mineral sector contribution to GDP; improved compliance to health and safety standards; improved environmental management; and organised small-scale mining

15 3.2.5 Strategic Objective E: Resources management and support services improved. Proper resource management is a key factor for any organization performance. This objective aims at improving resources management and support services provided by the Ministry. Human resources will be strengthened through capacity building, ensuring good working environment, adequate office space and developing skills management strategy (attraction, recruitment, retention and development). With regard to financial management, the objective aims at strengthening planning, budgeting, organizing, directing and controlling the financial related matters such as procurement and utilization of public funds. In addition, the Ministry will enhance revenue collection from energy and mineral sectors; laws and regulations implementation; information management systems; and communication with the public. The expected results will be: increase in revenue collection; improved the Ministry s performance; improved working environment; improved staff performance/productivity; enhanced skills and competences of staff; unqualified audit report; timely release of financial statements; value for money achieved; timely delivery of accurate information; and improved ICT systems

16 4 RESULTS FRAMEWORK Results framework shows how the performance and outcome expected in the Strategic Plan will be measured. It also identifies beneficiaries of MEM services; Outcomes; and Key Performance Indicators Matrix. 4.1 Beneficiaries of MEM Services Beneficiaries of MEM services are categorized into two groups. The first group includes directly beneficiaries such as miners, explorers (for both energy and minerals), dealers, suppliers, Independent Power Producers and oil companies. The second group involves MDAs and the citizens. MEM continues to review/develop policies, strategies, laws and regulations to ensure provision of quality services to the aforementioned beneficiaries. 4.2 The Outcomes and Key Performance Indicators Matrix This matrix contains strategic objectives, outcome indicators and responsible person. It shows how the strategic objectives will be measured. Outcome Indicators will be used to track progress towards the achievement of the objectives. The Outcomes and Key Performance Indicators Matrix is detailed in Table

17 5 CONCLUSION In order for the Ministry of Energy and Minerals to implement this Strategic Plan effectively, a total of TZS 9, billion will be required for the development projects and TZS billion is for recurrent budget. The estimated development funds required for the energy sector is TZS 9,206.73, which is equivalent to 98.43%, while the mineral sector accounts for billion, which is equivalent to 1.57% of the total development funds. The costs have been prepared based on the Tanzania Long Term Perspective Plan (LTPP) and the Ministry s annual average revenue collection and expenditure. 5.1 Sources of Funding Sources of funding for implementing the Plan will be from the Government, Development Partners and the private sector through Public Private Partnership (PPP). The Government needs to make a substantial increase in the annual funding to the energy sector, which is the engine of the Tanzanian economy. Similarly, retention to the mineral sector should continue so as to facilitate revenue collection activities from small, medium to largescale miners. In addition, the cooperation with development partners will continue to be strengthened, particularly for financing long-term strategic projects, which are more beneficial to the nation. 5.2 Implementing Plan The Ministry will implement this Plan in collaboration with key stakeholders including the Government Institutions, Politicians, Development Partners, Private Sector, Non- Governmental Organizations (NGOs), Religious Institutions and the Public at large. In addition, the Ministry will review this Plan when need arises. It will also periodically monitor and evaluate its implementation in order to report on the overall performance for the benefit of the people of Tanzania

18 Behavioural change. DAHRM Table 1: Results Framework Matrix Strategic Objective A: HIV and AIDS Targets Awareness on HIV and AIDS to 600 Staff and 2,000 small-scale infection reduced and support services miners created by June, to employees improved. Support services to 20 HIV and AIDS infected employees provided by June, B: Implementation of the National Anti- Corruption Strategy effected, enhanced and sustained. C: Sustainable development and management of energy and for national benefit enhanced Prone areas to corruption within 14 departments/units identified and addressed by June, National Anti-Corruption Strategy and Action Plan (NACSAP) II institutionalized and implemented by June, Total installed capacity increased from 1,100 MW in 2011 to 2,780 MW by June, Expected Results Responsible Person Behavioural change. Reduced new cases of HIV infection. Increase in productivity. Reduced new cases of HIV infection. Reduced reported corruption incidents. Integrity. Increased awareness on corruption. Reduced reported corruption incidents. Integrity. Increased awareness on corruption. Increased investment and economic growth. Increased generation and access to electricity. DAHRM and CM DAHRM DAHRM CEP

19 Strategic Objective Targets Expected Results Responsible Person 1,342 MW of electricity generated, 1,591 km of transmission and distribution of power constructed by June Energy efficiency enhanced through: Reduction of transmission and distribution power losses from 23% to 15 % by June, Reduction in petroleum consumption by 15% in industries, transport and households by June, Reduction in electricity consumption by 20% in manufacturing industries and households by June, Contribution of non-hydro renewable sources of energy to power generation increased from 4% (2011) to 10% by June Decreased power outages. Reduction of energy losses. Improved power reliability. Decreased power outages. Reduction of energy losses. Improved power reliability. Reduction in rate of deforestation. Increased generation. Improved power reliability. Increased investment. CEP CEP CEP

20 Strategic Objective D: Sustainable development and management of mineral resources for national benefit improved Targets Expected Results Responsible Person Natural gas management and infrastructure completed and commissioned by June, Access to electricity increased from 14.5% (2011) to 30% by June, Mining investment promoted in 14 international mining fora by June, Increased power generation. Increased production and supply of natural gas. Alternative to woodfuel for cooking. Improved power reliability. Increased investment and economic growth. Improved social services. Improved quality of life. Increased revenue collection. Increased FDI in mining. Increased value-added to minerals. Increased mineral sector contribution to GDP. CEP CEP CM

21 Strategic Objective ,000 Small scale miners formalized, organized and developed by June, Targets Expected Results Responsible Person Value addition to gemstones increased from 35% (2012) to 70% and copper ore from 0% to 70% by June, Safety, occupational health and environment protection improved in 60 large and medium scale mines; in 270 prospecting areas and in 4,000 small-scale mining areas by June, Mine closure plans for 7 largescale mines approved and rehabilitation bonds for 7 largescale mines posted by June, Increased revenue collection. Increased number of formalized artisanal and small scale miners. Improved heath, safety and environmental protection in artisanal and small scale miners. Increased value-added to minerals. Increased revenue collection. Increased mining investment. Improved safety and occupational health standards. Improved environmental management. Reduced number of mine incidences. Improved environmental management. Number of rehabilitation bonds posted. Number of approved mine closure plans. CM CM CM CM

22 Strategic Objective Mineral rights management improved and licensing disputes reduced by 40% by June, Targets Expected Results Responsible Person Sixty (60) mining projects monitored and inspected on environmental Management by June, Auditing of capital investments, mineral production, operating costs and environmental expenditures of 312 small and medium scale mines and 26 large scale mines conducted by June, Improved compliance to mineral rights regulations. Increased revenue collection. Improved transparency in mineral licensing. Reduced mineral right disputes and complaints. Improved compliance to health and safety standards. Improved environmental management. Increased revenue collection. Improved environmental management. Improved mining database and information. CM CM and HEMU CM

23 Strategic Objective E: Resources management and support services improved Targets Expected Results Responsible Person Diamond and gemstones valuation services conducted to 76 large-scale and medium miners and 780 valuations conducted to small-scale miners by June, Five plans and budgets prepared and implemented by June, Revenue collection from energy and mineral sectors increased to an average of TZS 200 billion per annum by June, Five (5) policies, five (5) Acts and regulations governing the energy sector reviewed, formulated and implemented by June, Increased revenue collection. Increased values of mineral exports. Accountability and transparency improved. Increased revenue collection. Improved the Ministry s performance. Improved service delivery. Increased revenue collection. Improved the Ministry s performance. Improved service delivery. Management of energy and mineral resources improved. Increased revenue collection. Accountability and transparency improved. CM and DDGV DPP and HEMU CM, CEP and CA CEP, CM, DPP, HEMU and HLSU

24 Strategic Objective Targets Expected Results Responsible Person Three (3) Acts and regulations governing the mineral sector reviewed, formulated and implemented by June, Five policies and 33 programmes/projects implementation monitored and evaluated by June, Climate change adaptation mainstreamed in energy and mineral sectors by June, skilled personnel recruited, 893 developed and working environment improved by June, Efficiency, transparency and accountability in the use of public funds enhanced by June, Increased revenue collection. Improved the Ministry s performance. Improved data availability. Informed decision making. Increase efficiency and accountability. Improved environment. Improved staff performance/ productivity. Enhanced skills and competences of staff. Improved working environment. Unqualified audit report. CEP, DPP, HEMU and HLSU DPP and HEMU HEMU DAHRM Timely release of financial statements. CA, CIA, DPP and DPMU Value for money achieved.

25 Strategic Objective Targets Expected Results Responsible Person Five ICT systems (WAN, LAN, Website, internet and intranet) rehabilitated and serviced by June, computers and 560 peripherals rehabilitated and serviced by June, Timely delivery of accurate information to the public enhanced by June, students trained in geology and mineral explorations, oil and gas geosciences, mining and mineral processing, and mining environmental management by June, Smooth and timely received and delivery of data and information. Improved ICT systems. Smooth and timely received and delivery of data and information. Improved ICT systems. Timely delivery of accurate information. Increased number of middle cadre professionals and employment opportunities in minerals, oil, and gas. Increased expertise in search, exploration, and utilization of earth natural resources. Contributed to the national socioeconomy growth. HMIS HMIS HGCU PMRI

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