ABOUT

1. INTRODUCTION

The Mali-Canada Business Council (CAMC) is a public-private organization created to structure and energize economic relations between Mali and Canada. In a context of diversification of Mali's economic partnerships and increased international openness, CAMC intends to play a strategic interface role between:

• companies;
• investors;
• public institutions;
• technical partners.

This Strategic Plan covers the period 2026–2029, corresponding to the Executive Bureau's mandate.

2. VISION

By 2029, CAMC will be the reference platform for Mali-Canada economic relations, recognized for:

• its institutional credibility;
• its intermediation capacity;
• its measurable impact on bilateral investments and exchanges.

3. MISSION

CAMC's mission is:

• to contribute to the increase in bilateral commercial exchanges;
• to support cross-investments;
• to structure an effective public-private dialogue;
• to strengthen the international competitiveness of its members.

4. VALUES

CAMC bases its action on:

• integrity;
• transparency;
• professionalism;
• political neutrality;
• economic solidarity;
• the demand for results.

5. WORK METHODOLOGY

For the period 2026–2029, CAMC will adopt an approach based on the following approaches:

5.1 Partnership approach

Close collaboration with:

• sectoral ministries;
• embassies;
• chambers of commerce;
• investment agencies.

5.2 Results-oriented approach

Each activity will be associated with:

• quantifiable indicators;
• a responsible person;
• an implementation schedule;
• annual reporting.

5.3 Progressive approach

The plan is structured in 4 phases, namely:

• structuring (2026);
• credibilization (2027);
• expansion (2028);
• consolidation (2029).

6. SITUATIONAL ANALYSIS

6.1 External context

Opportunities:

• growing Canadian interest in Africa;
• Mali's mining, agricultural and energy potential;
• Malian diaspora in Canada;
• need to diversify partners.

Constraints:

• weak structuring of bilateral exchanges;
• lack of knowledge of respective markets;
• regulatory complexity;
• access to financing.

6.2 Internal analysis (CAMC)

Strengths:

• network of founding businessmen;
• unique bilateral positioning;
• solid legal structure.

Weaknesses:

• recent organization;
• limited financial resources;
• reputation to build.

7. STRATEGIC OBJECTIVES 2026–2029

Objective 1: Contribute to the increase in bilateral commercial exchanges

Objective 2: Strengthen members' competitiveness

Objective 3: Facilitate structuring investments

Objective 4: Build a strong institutional brand

Objective 5: Ensure financial sustainability and good governance

8. PERFORMANCE INDICATORS (KPI 2029)

9. EVALUATION AND ADJUSTMENT

9.1 Annual evaluation

• annual activity report;
• financial report validated in General Assembly;
• internal strategic review

9.2 Mid-term evaluation (2027)

• external institutional audit;
• adjustment of priorities.

9.3 Final evaluation (2029)

• impact report;
• preparation Plan 2030–2034.

10. ACTION PLAN 2026–2029 (Summary)

AXIS 1 – Commercial exchanges

• eight (8) economic missions;
• twelve (12) trade show participations;
• digital directory;
• opportunities observatory.

AXIS 2 – Capacities

• eight (8) trainings;
• twenty (20) mentoring pairs;
• digital resource center.

AXIS 3 – Investment

• three (3) Mali-Canada Forums;
• annual business climate report;
• annual public-private dialogue.

AXIS 4 – Visibility

• multilingual website;
• quarterly newsletter;
• digital strategy ten thousand (10,000) subscribers.

AXIS 5 – Governance

• new membership fee scale;
• audit 2027 & 2029;
• mixed economic model.

11. CONCLUSION

The 2026–2029 Strategic Plan constitutes a realistic but ambitious roadmap.

It aims to transform CAMC:

• from a nascent organization,
• into a structured bilateral platform,
• capable of generating measurable economic impact between Mali and Canada.

The success of this plan will depend on:

• member commitment;
• governance rigor;
• mobilization of strategic partners;
• discipline in monitoring indicators.