annual technical cooperation progress report 2019 · 2020. 7. 1. · 6. highlights from score phase...

X Annual Technical Cooperation Progress Report 2019Sustaining Competitive and Responsible Enterprises – SCORE

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First published 2020

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i Annual Technical Cooperation Progress Report

Project duration: Phase I: July 2009 to December 2013

Phase II: January 2014 to October 2017

Phase III: November 2017 to October 2021

Period covered by the report: 1 January 2019 – 31 December 2019

Implemented by: Small and Medium Enterprises Unit (SME) of the Enterprises Department, ILO, Geneva

Prepared by: Michael Elkin, CTA

Report InformationThis report functions as the ILO Technical Cooperation Progress Report (TCPR). It covers results achieved in the ten SECO/NORAD funded project countries (Bolivia, China, Colombia, Ethiopia, Ghana, Indonesia, Myanmar, Peru, Tunisia and Viet Nam).

Award No: 502081 TC Symbol: GLO/17/54/MUL

Donor: SECO and NORAD

Adm. Unit: ENT/SME

Country or Region: Global

Report prepared by: Michael Elkin, CTA SCORE

Title: Sustaining Competitive and Responsible Enterprises (SCORE) Phase III

P&B Outcome: Outcome 4: Sustainable enterprises as generators of employment and promoters of innovation and decent work

Report: 12-months Sequence: 17th report

Related project(s): CHN/17/50/MUL, IDN/17/50/MUL, MMR/17/51/MUL, VNM/17/51/MUL, GHA/17/50/MUL, BOL/17/50/MUL, COL/17/50/MUL, PER/17/50/MUL, ETH/17/50/MUL, TUN/17/51/MUL, GLO/17/54/MUL

iiAnnual Technical Cooperation Progress ReportReport Information

Table of ContentsExecutive summary 1

1. Introduction 4

2. Progress against immediate objectives 6

3. Key programme challenges and responses 13

4. Progress on the social partner engagement 14

5. SCORE and Better Work collaboration 15

6. Highlights from SCORE Phase III mid-term evaluation and recommendations 16

7. Highlights from Peru impact assessment and recommendations 19

8. SCORE communications 20

9. Reporting on cross-cutting issues on gender, environment and corruption 23

10. Country reports 25

10.1. SCORE Bolivia 25

10.2. SCORE China 27

10.3. SCORE Colombia 29

10.4. SCORE Ethiopia 31

10.5. SCORE Ghana 33

10.6. SCORE Indonesia 35

10.7. SCORE Myanmar 37

10.8. SCORE Peru 39

10.9. SCORE Tunisia 41

10.10. SCORE Viet Nam 43

iii Annual Technical Cooperation Progress ReportTable of contents

Table of FiguresFigure 1. Countries implementing the SCORE Programme 4

Figure 2. Number of implementation partners providing SCORE Training (as of Dec 2019) 6

Figure 3. % of modules delivered with high independence (January 2019 - December 2019) 8

Figure 4. Cost recovery rates from non-ILO resources (January 2019 - December 2019) 8

Figure 5. Number of active certified and expert trainers (% women) (as of December 2019) 9

Figure 6. Nr of enterprises participated in SCORE Training and percentage of unionized enterprises (as of December 2019) 9

Figure 7. Estimated number of enterprises benefited from SCORE inspired SME trainings (as of December 2019) 10

Figure 8. Nr of policy makers and social partners trained during Phase III (% women) (Nov 2017-Dec 2019) 10

Figure 9. Number of lead buyers promoting and/or sponsoring SCORE Training (as of December 2019) 11

Figure 10. Percentage of SMEs in Bolivia that report improvements after SCORE Training 2019 25

Figure 11. Progress against targets as of Dec 2019 - Bolivia 26

Figure 12. Percentage of SMEs in China that report improvements after SCORE Training 2019 27

Figure 13. Progress against targets as of Dec 2019 - China 28

Figure 14. Percentage of SMEs in Colombia that report improvements after SCORE Training 2019 29

Figure 15. Progress against targets as of Dec 2019 - Colombia 30

Figure 16. Progress against targets as of Dec 2019 - Ethiopia 32

Figure 17. Percentage of SMEs in Ghana that report improvements after SCORE Training 2019 33

Figure 18. Progress against targets as of Dec 2019 - Ghana 34

Figure 19. Percentage of SMEs in Indonesia that report improvements after SCORE Training 2019 36

Figure 20. Progress against targets as of Dec 2019 - Indonesia 36

Figure 21. Percentage of SMEs in Myanmar that report improvements after SCORE Training 2019 37

Figure 22. Progress against targets as of Dec 2019 - Myanmar 38

Figure 23. Percentage of SMEs in Peru that report improvements after SCORE Training 2019 39

Figure 24. Progress against targets as of Dec 2019 - Peru 40

Figure 25. Progress against targets as of Dec 2019 - Tunisia 42

Figure 26. Percentage of SMEs in Vietnam that report improvements after SCORE Training 2019 43

Figure 27. Progress against targets as of Dec 2019 - Viet Nam 44

ivAnnual Technical Cooperation Progress ReportTable of Figures

Acronym Full name or meaning CountryACFTU All-China Federation of Trade Unions China

ACOPI Colombian Association of Micro, Small and Medium Enterprises Colombia

ACTRAV Bureau for Workers’ Activities ILO

ACT/EMP Bureau for Employers’ Activities ILO

ADEX Asociación de Exportadores Peru

AGI Association of Ghana Industries Ghana

ANDI Asociación Nacional de Empresarios de Colombia Colombia

APII The Agency for the Promotion of Industry and Innovation Tunisia

APINDO Employers’ Association of Indonesia Indonesia

ASOCRETO Asociación Colombiana de Productores de Concreto Colombia

BDS Business Development Services N/A

BEDO Bali Export Development Organization Indonesia

BIFA Binh Duong Furniture Association Viet Nam

BSCI Business Social Compliance Initiative Global

BUSA Business Unity South Africa South Africa

BW Better Work ILO

CAMIND Cochabamba’s Departmental Chamber of Industries Bolivia

CAT Central Autónoma de Trabajadores del Perú Peru

CDE Business Development Centre Peru

CEC China Enterprise Confederation China

CEG Consultores Especializados en Gestión S.A.S. Colombia

CEO Chief Executive Officer N/A

CEPB Confederation of Bolivian Employers Bolivia

CETU Confederation of Ethiopian Trade Unions Ethiopia

CGT General Workers´ Confederation Colombia

CGTP Confederación General de Trabajadores del Perú Peru

CICO Zhejiang Communication Investment Group Co., Ltd China

CITE Technological Innovation Center Peru

CITEagroPiura Technological Innovation Center for Agro-industry in Piura Peru

CITEccal Technological Innovation Center for Leather and Footwear Peru

CITEmadera Technological Innovation Center for Wood Peru

CNFCPP National Centre for Continuing Training and Professional Promotion Tunisia

CNI National Chamber of Industries Bolivia

CPTPP Comprehensive and Progressive Agreement for TPP Global

COB Bolivian Union Center Bolivia

v Annual Technical Cooperation Progress ReportAcronyms

Acronym Full name or meaning CountryCONFIEP National Confederation of Private Business Peru

CRSST Regional Council for Occupational Safety and Health in Lima Peru

CSID Center of Supporting Industries Development Viet Nam

CSO Civil Society Organization Myanmar

CSR Corporate Social Responsibility N/A

CTA Science and Technology Centre of Antioquia Colombia

CTA Chief Technical Advisor Global

CTC Confederation of Workers of Colombia Colombia

CTP Central de Trabajadores de Perú Peru

CUT Central Union of Workers of Colombia Colombia

CUT Confederación Unitaria de Trabajadores del Perú Peru

DG Director General N/A

DGPME General Unit of Small and Medium Enterprises Tunisia

DOLISA Department of Labour, Invalids and Social Affairs Viet Nam

EEC Ethiopian Employers Confederation Ethiopia

EIC Ethiopian Investment Commission Ethiopia

EIEC Ethiopian Industry Employers Confederation Ethiopia

EIP Enterprise Improvement Plan SCORE

EIT Enterprise Improvement Team SCORE

ENT/SME Enterprises Department, Small and Medium Enterprises Unit ILO

EQ EQUILATERA Colombia

ETI Ethical Trading Initiative Global

EU European Union Europe

FPA Forest Products Association of Binh Dinh Viet Nam

FPRW Fundamental Principles and Rights at Work N/A

GEA Ghana Employers’ Association Ghana

GET Gender and Entrepreneurship Together ILO

GHA Ghana Hotel Association Ghana

GSC Global Supply Chains Global

GTAC Global Tripartite Advisory Committee ILO

GTUC Ghana Trade Union Congress Ghana

HAWA Handicraft and Wood Industry Association of Ho Chi Minh City Viet Nam

HQ Headquarter N/A

HoCo Hospitality Coaching Programme SCORE

HR Human Resources N/A

viAnnual Technical Cooperation Progress ReportAcronyms

Acronym Full name or meaning CountryICONTEC Colombian National Institute for Quality, Certification and

StandardizationColombia

ICU Industrial and Commercial Workers Union Ghana

IFFI Institute for Integral Women's Training Bolivia

ILC International Labour Conference ILO

ILO International Labour Organization Global

ILO-ITC International Training Centre of the ILO ILO

INGO International Non-Governmental Organization N/A

IOE International Organisation of Employers Global

ISST Tunisian Occupational Health and Safety Institute Tunisia

ITP Technological Institute of Production Peru

ITUC International Trade Union Confederation Global

JAC Joint Audit Cooperation Global

KPI Key Performance Indicator N/A

KSBSI Confederation of Indonesia Prosperity Trade Union Indonesia

KSPI Confederation of Indonesian Trade Union Indonesia

KSPSI Confederation of All Indonesian Trade Union Indonesia

LEFASO Leather, Footwear and Hand bag Association Viet Nam

MDFF Myeik District Fisheries Federation Myanmar

MDPI Management Development and Productivity Institute Ghana

MDPyEP Ministry of Productive Development and Plural Economy Bolivia

MELR Ministry of Employment and Labour Relations Ghana

MEM Ministry of Emergency Management China

MHA Myanmar Hotel Association Myanmar

MIG SCORE Gender Equality Module SCORE

MinCIT Ministry of Commerce, Industry and Tourism Colombia

MISME Ministry of Industry and Small and Medium Enterprises Tunisia

MNE Multinational Enterprise N/A

MOHRSS Ministry of Human Resources and Social Security China

MOLISA Ministry of Labour, Invalids and Social Affairs Viet Nam

MoLSA Ministry of Labour and Social Affairs Ethiopia

MoM Ministry of Manpower Indonesia

MoT Ministry of Tourism Ghana

MoU Memorandum of Understanding N/A

MRA Myanmar Restaurant Associations Myanmar

vii Annual Technical Cooperation Progress ReportAcronyms

Acronym Full name or meaning CountryMSA Ministry of Social Affairs Tunisia

MSME Micro, Small and Medium Enterprises N/A

MTEyPS Ministry of Labour, Employment and Social Welfare Bolivia

MTPE Ministry of Labour and Employment Promotion Peru

M&E Monitoring and Evaluation N/A

NGO Non-Governmental Organization N/A

NORAD Norwegian Agency for Development Cooperation Norway

NPC National Project Coordinator SCORE

NTAC National Tripartite Advisory Committee SCORE

OECD Organisation for Economic Co-operation and Development Global

OSH Occupational Safety and Health N/A

OSHE Occupational Safety, Health and Environment N/A

PAC Project Advisory Committee N/A

PAGE Partnership for Action on Green Economy Global

PARDEV Partnering for Development ILO

PPP Public–Private Partnership N/A

PRODUCE Ministry of Production Peru

PTP Productive Transformation Program Colombia

RBSA Regular Budget Supplementary Accounts ILO

SAWS State Administration of Work Safety China

SCORE Sustaining Competitive and Responsible Enterprises ILO

SDC Swiss Agency for Development and Cooperation Switzerland

SDF Skills Development Fund Ghana

SECO State Secretariat for Economic Affairs Switzerland

SENA National Learning Service Colombia

SGS General Society of Surveillance Global

SIPPO Swiss Import Promotion Programme Switzerland

SIYB Start and Improve Your Business ILO

SME Small and Medium Enterprises N/A

SME TAC The Assistance Center for SME Viet Nam

SOE Stated Owned Enterprises N/A

SOI Society for Automotive Indonesia Indonesia

STCCI Sekondi Takoradi Chamber of Commerce and Industry Ghana

STEM Science, Technology, and Engineering & Mathematics N/A

STSG SCORE Training Solutions Ghana Ghana

viiiAnnual Technical Cooperation Progress ReportAcronyms

Acronym Full name or meaning CountryTCPR Technical Cooperation Progress Report ILO

TOE Training of Enterprises SCORE

ToR Terms of References N/A

TOT Training of Trainers SCORE

TPP Trans-Pacific Partnership Global

TUV Association for Technical Inspection Germany

TVET Technical and Vocational Education and Training Viet Nam

UGTT Union Générale Tunisienne du Travail Tunisia

UN United Nations Global

UNDP United Nations Development Programme Global

UNIDO United Nations Industrial Development Organization Global

USAT Santo Toribio University Peru

UTICA Union Tunisienne de l’Industrie, du Commerce et de l’Artisanat Tunisia

UTIPEC La Unión de Trabajadores de la Industria Petrolera y Energética de Colombia

Colombia

VCA Value Chain Assessment N/A

VCCI Viet Nam Chamber of Commerce and Industry Viet Nam

VGCL Viet Nam General Confederation of Labour Viet Nam

VIA Vietnam Industry Agency Viet Nam

WFSGI World Federation of the Sporting Good Industry Global

WICA Women in Concrete Alliance Colombia

WWF World Wide Fund for Nature Global

ix Annual Technical Cooperation Progress ReportAcronyms

Executive summary

The year 2019 marks the tenth year that the Sustaining Competitive and Responsible Enterprises (SCORE) has been in operation. The SCORE Programme is now recognized as an effective programme and training system to support small and medium enterprises to improve their productivity and working conditions. One measure of this recognition is that the SCORE Training is utilized not only in the ten countries where the Programme is active, but is also supporting other donor funded programmes in Bangladesh, Brazil, Dominican Republic, Egypt, India, Republic of South Africa, and Turkey, and in additional five new countries: Algeria, Mauritius, Pakistan, Tanzania, Zimbabwe.

SCORE Training has been widely utilized on a global scale and is able to show relatively consistent results at the enterprise level across a broad range of industries and countries. As of December 2019, 85,583 workers and managers from 2,357 enterprises in ten SCORE countries have participated in SCORE Training since 2009. While the overall scale of SCORE Training is still modest, it is clear that SCORE Training effectively helps enterprises find a better road to productivity and growth, from which both workers and employers benefit.

However challenges remain: the original hypothesis that SCORE Training could be sold directly to small and medium enterprises with little or no subsidy has proven to be incorrect. In fact, only in Myanmar, SCORE Trainers have been able to sell SCORE Training without any public subsidy. In all other countries, public subsidy is required to encourage SMEs to buy SCORE Training.

Related to this, the lead buyers’ strategy has also met limited success. It has been mainly successful in China and in India where large companies are willing to sponsor SCORE Training for their suppliers. In China, building on the experience with the Ethical Trading Initiative-United Kingdom (ETI-UK), new ETI-UK brands are now independently signing up to sponsor their suppliers for SCORE Training. In 2019, Amazon began sponsoring SCORE Training for their suppliers in India and China

by engaging directly with national partners previously supported by the ILO SCORE Programme. However, the enthusiasm of lead buyers to support SCORE Training continues to be limited to a few lead buyers, and only selected countries including China, India and Turkey, showing that the approach has clear limitations.

These challenges mean that unless public agencies are convinced to embed SCORE or SCORE-like Training into their public sector SME support or skills development systems, SCORE Training will not sustain or get scale. However, in many SCORE countries, progress is being made to embed SCORE Training into these systems. In particular, in China, Peru, Ghana, India, Vietnam and Indonesia, significant progress has been made to link SCORE Training up with national public SME support systems and SCORE Training is becoming more sustainable.

More public and private partners have embedded SCORE Training in their national programs and budgets for SME development

The SCORE Programme has made considerable progress in capacitating partners and putting in place systems to enable partners to take independent responsibility for SCORE Training delivery, monitoring and quality control in implementation countries.

1Annual Technical Cooperation Progress ReportExecutive summary

X In China, the Ministry of Emergency Management in Huzhou embedded the SCORE methodology in their standardized system of SME safety management to train more than 500 enterprises with a Government subsidy of USD 713,000.

X In Peru, the Ministry of Labour and Employment Promotion (MTPE) is implementing SCORE Micro enterprises (Short SCORE) with its budget of USD 32,000 as part of national formalization policy (RM 071-2018-TR – Sectoral Strategy for Labour Formalization). The Ministry of Production (PRODUCE) allocated USD 22,000 to deliver SCORE Training to strengthen productivity of SMEs.

X In Bolivia, the Ministry of Productive Development and Plural Economy (MDPyEP) included the Continuous Improvement Methodology (Short SCORE for Micro and Small Enterprises) in the Strategy for Strengthening Micro and Small Enterprises, targeting 5 prioritized sectors (wood, food, leather, textiles and metal manufacturing).

X In Colombia, Colombia Productiva and the Ministry of Commerce, Industry and Tourism designed a flagship program, Factories of Productivity, inspired by the SCORE Training programme.

X In Vietnam, the Assistance Center for SME (SME TAC) under the Ministry of Planning and Investment adopted the SCORE trainer certification process to develop national consultant network standards to offer consulting services to SMEs in line with the law on support for SME.

The SCORE Programme places rigorous efforts to ensure the financial and institutional sustainability of SCORE Training provision. As a result, 473 new enterprises benefited from SCORE Training with a cost-recovery rate at 82% in 2019, through 71 implementation partners in ten SCORE countries. In addition, it has been able to expand its outreach significantly by influencing existing programmes. In 2019, 21 implementation partners offered SCORE-inspired training programmes to SMEs and trained more than 9,331 from 3,313 participating enterprises.

Both the Peru impact assessment and the SCORE Phase III mid-term evaluation confirm good progress made to reach project sustainability

The Peru impact assessment reported substantial improvement in productivity and quality control, as well as significant reductions in absenteeism rates and work injuries among participating enterprises. All firms reported improved communication between workers and managers. The mid-term evaluation highlighted that the SCORE Programme provides high quality materials and adaptive training methods, distinguishing it from other types of SME capacity building programmes.

2 Annual Technical Cooperation Progress ReportExecutive summary

They praised the significant efforts made by national SCORE teams to adapt to local situations and to achieve financial sustainability of the programme. SCORE national teams actively support implementation partners in each country to develop alternative (public, private) funding models and encourage lead buyers to promote or sponsor SCORE Training in their supply chains. This is particularly important when and where enterprises are unwilling or unable to pay.

Strong partnerships with Better Work, Vision Zero Fund, OECD, JPC and ITC-Turin

The SCORE Programme partnered with other multilateral institutions and other ILO departments to better understand the challenges faced by SMEs and to improve methodologies. It was able to strengthen its policy advocacy roles through collaboration with OECD, JPC and ITC-Turin, especially through the course “SME Productivity: a course for policy makers”. In 2019, this training was organized in Colombia and ITC-Turin to expand the skills and knowledge of policy makers and practitioners across the world to support the development of effective interventions on SME productivity and working conditions. It resulted in new partnerships with SME agencies and other industry players.

In Ethiopia, the SCORE Programme collaborates with Better Work, Vision Zero Fund and other ILO departments to deepen and expand the impact of the joint One-ILO Programme, by leveraging synergies and complementarities.

Supervisor sharing production schedule with team following SCORE Training at Walco premium dairy producer - Myanmar

3Annual Technical Cooperation Progress ReportExecutive summary

Bolivia

Colombia

Tunisia

Peru

Ghana

India

China

Ethiopia

Indonesia

Vietnam

Myanmar

1. Introduction

The ILO is assisting government agencies, training providers, industry associations and trade unions in emerging economies in Africa, Asia and Latin America to offer SCORE Training to enterprises. The SCORE Programme is managed by a global team based in ILO Country Offices and Headquarters, supported by the Governments of Switzerland (SECO) and Norway (Norad).

In addition to these highlighted SCORE Programme countr ies , other projec ts are using the SCORE Training methodology in 12 additional countries including Algeria, Bangladesh, Brazil , Dominican Republic, Egypt, India, Mauritius, Pakistan, Tanzania, Turkey, South Africa and Zimbabwe.

This report presents an update on activities undertaken in the SCORE global programme and achievement of programme objectives. References to targets in the report refer to total Phase III targets set as part of the programme’s internal monitoring systems, unless otherwise stated.

4 Annual Technical Cooperation Progress ReportIntroduction

X Figure 1. Countries implementing the SCORE Programme

Bolivia

Colombia

Tunisia

Peru

Ghana

India

China

Ethiopia

Indonesia

Vietnam

Myanmar

5Annual Technical Cooperation Progress ReportIntroduction

2. Progress against immediate objectives

The development objective of SCORE Phase III is that SMEs in national and global supply chains have improved productivity and working conditions and provide decent work. During Phase III, the SCORE Programme envisages to transfer the provision of SCORE Training to local institutions, to ensure cost-recovery of SCORE Training from enterprises, lead buyers and public contributions, and to assure quality and technical sustainability. Overall progress is on track to reach the main objectives.

Immediate Objective 1 of phase III focuses on making SCORE Training sustainable and developing clear and sustainable exit paths by capacitating partners and putting systems in place that enable them to take independent responsibility of SCORE Training delivery, monitoring and quality control.

As of December 2019, 71 implementation partners across ten countries embedded and deliver SCORE Training, as indicated in the chart below.

In China, the Ministry of Emergency Management in Huzhou embedded the SCORE methodology in the standardization system of SME safety management. The Ministry certified 69 trainers in 2019, and more than 500 enterprises participated in SCORE Training with a Government subsidy of USD 713,000. Fangshan Emergency Management Bureau is conducting research and studies on SCORE’s impact and approaches to further roll out SCORE Training with a budget of USD 570,000. Zhejiang Provincial Emergency Management Bureau introduced SCORE Training to State Owned Enterprises to improve safety management systems. More than 2,000 employees from enterprises in Communication Group and Zhejiang Airport Group benefited from SCORE Training through this initiative.

In Peru, the Ministry of Labour and Employment Promotion (MTPE) is independently implementing Short SCORE (SCORE Micro enterprises, for firms with 5-10 employees) with a budget of USD 32,000, as part of MTPE´s national formalization policy (RM 071-2018-TR – Sectoral Strategy for Labour Formalization). 199 workers from the trained enterprises have been formalized in 2019. The Ministry of Production (PRODUCE) also allocated USD 22,000 to deliver SCORE Training for ten enterprises in Moquegua southern region and in Ucayali region. PRODUCE also supported SCORE Training services to five coffee cooperatives in Junin region and plans to expand the rollout of SCORE Training to more SMEs and cooperatives in 2020.

20

18

16

14

12

10

8

6

4

2

0Bolivia China Colombia Ethiopia Ghana Indonesia Myanmar Peru Tunisia Vietnam

8 7

10

15

0

5

19

13 3

X Figure 2. Number of implementation partners providing SCORE Training (as of Dec 2019)

6 Annual Technical Cooperation Progress ReportProgress against immediate objectives

In Bolivia, the Ministry of Productive Development and Plural Economy (MDPyEP) included the Continuous Improvement Methodology (Short SCORE for Micro and Small Enterprises) in the Strategy for Strengthening Micro and Small Enterprises, targeting 5 prioritized sectors (wood, food, leather, textiles and metal manufacturing). The Vice-Ministry of Micro and Small Enterprises approved the transfer of the Continuous Improvement methodology as part of its Plan for the re-functionalization of the Productive Technology and Innovation Centers (CETIP) under the responsibility of ProBolivia. It will generate sustainable public business development services and include the Continuous Improvement Methodology (Short SCORE for Micro and Small Enterprises) in their service portfolio through the government budget.

In Colombia, Colombia Productiva and the Ministry of Commerce, Industry and Tourism designed a flagship program "Factories of Productivity” inspired by the SCORE Training programme. The local government of Medellin and UNWomen offer MIG SCORE as part of its private sector development portfolio.

In Ghana, the Management Development and Productivity Institute (MDPI) embedded SCORE Training in their business development service portfolio. In 2019, MDPI co-financed SCORE Training targeting five small enterprises in the Greater Accra region.

In Vietnam, the SME Assistance Centre (SME TAC) under the Ministry of Planning and Investment became a new implementation partner in 2019 and adopted the SCORE trainer certification process to develop a national consultant standard. This is to offer consulting services to SMEs in line with the national Law on support for SME. It developed a national training programme inspired by SCORE Training contents and methodology and trained more than 90 consultants to deliver such services to SMEs.

Medipharm - the first company to be SCORE trained in Tunisia in December 2019

7Annual Technical Cooperation Progress ReportProgress against immediate objectives

In 2019, cost recovery rates improved, rising on average to 82% across eight SCORE countries. Exceptions are Tunisia and Ethiopia where the SCORE Programme was only launched in 2019. The global target for December 2019 was set at 80%. The level of cost recovery rates varies by country from 35% in Bolivia to 100% in China and in Myanmar, but most countries are above the target, as indicated in the chart below.

0% 20% 40% 60% 80% 100%

Bolivia

China

Colombia

Ethiopia

Ghana

Indonesia

Myanmar

Peru

Tunisia

Vietnam

100%

85%

0%

0%

35%

88%

90%

100%

85%

68% 0%

The ILO SCORE Programme expects to achieve 100% independence by the end of Phase III. As indicated in the chart below, as of December 2019, the level of independence varies across countries. In China, Indonesia, Peru and Vietnam, implementation partners already fully independently deliver SCORE Training modules (little or no support from ILO SCORE Programme staff). As Tunisia and Ethiopia started to roll out the programme in 2019, the ILO currently organizes most of ToTs and ToEs.

0% 20% 40% 60% 80% 100%

Bolivia

China

Colombia

Ethiopia

Ghana

Indonesia

Myanmar

Peru

Tunisia

Vietnam

100%

83%

0%

0%

0%

92%

100%

99%

100%

100% 0%

X Figure 3. % of modules delivered with high independence (January 2019 - December 2019)

X Figure 4. Cost recovery rates from non-ILO resources (January 2019 - December 2019)


As of December 2019, 259 trainers and 31 expert trainers are active in delivering SCORE Training in ten implementation countries. 39% of certified trainers and 29% expert trainers are women and the SCORE Programme actively seeks more gender balanced representation in trainer groups.

2,357 enterprises benefited from SCORE Training as of December 2019, which is above the target of 1,818 across ten countries. Most countries are on track to exceed targets in the number of enterprises trained on SCORE Training. Only Colombia, Ghana and Vietnam are behind their targets. As public subsidies are scarce in those countries, the SCORE Programme has adapted the training modules, such as MIG SCORE and SCORE Short course, to increase the numbers of participating enterprises in those countries.

Among the participating enterprises, 35% of them are unionized. This is above the global target of 34% across ten countries. The percentage varies depends on the country circumstances. The SCORE Programme continues to provide incentives to unionized enterprises to participate in SCORE Training to improve working conditions and productivity with support from employees.

800

700

600

500

400

300

200

100

0Bolivia China Colombia Ethiopia Ghana Indonesia Myanmar Peru Tunisia Vietnam

(18%)184

(77%)668

(83%)191

(0%)4

(20%)208

(7%)490

(8%)124

(3%)264

(25%)4

(74%)220

Bolivia China Colombia Ethiopia Ghana Indonesia Myanmar Peru Tunisia Vietnam

90

80

70

60

50

40

30

20

10

0

(17%)

(42%)36

6(17%)

(30%)81

6 (38%)8

0 00(0%)

(19%)26

3

(57%)

0

44

(33%)

(30%)33

3(25%)

(69%)16

4(50%)(50%)

4 4(60%)

(55%) 511

Nr of active certified trainers available Nr of active expert trainers available

X Figure 5. Number of active certified and expert trainers (% women) (as of December 2019)

X Figure 6. Nr of enterprises participated in SCORE Training and percentage of unionized enterprises (as of December 2019)


The SCORE Programme continues to collaborate with OECD, JPC and ITC-ILO Turin Centre to deliver “SME Productivity: a course for policy makers”, based on the evidence generated from SCORE enterprise level interventions. The training course touches on a range of SME productivity and working conditions related issues, which makes it interesting to other ministries with a mandate in SME development. Collaborating in the policy work with OECD provides an opportunity for the issues to be addressed in a more comprehensive multi-agency effort. Engaging several ministries and departments also widens the range of national partners that support SCORE Training and secures stronger institutional and financial sustainability. The trainings were conducted in Colombia in August 2019 and in ITC-ILO Turin Centre in December 2019. Promotional e-flyers and videos have been developed in collaboration with OECD and ITC-ILO Turin.

Among ten SCORE countries, 3,854 policy makers and social partners have been sensitized on SME productivity and working conditions issues as of December 2019, as indicated in the chart below.

In total, 85,583 employees from 2,357 beneficiary enterprises have participated in SCORE Training at December 2019, among which 29,268 were female employees. Women made up of 34% of total employees who participated in SCORE classroom training.

In addition, 3,313 enterprises are estimated to have benefited from SCORE-inspired training programmes offered by implementation partners as of December 2019, as follows:

Bolivia China Colombia Ghana Indonesia Peru Vietnam

1800

1600

1400

1200

1000

800

600

400

200

0

103

1200

104 50

1700

45 111

0 18001600140012001000800600400200

Bolivia

China

Colombia

Ethiopia

Ghana

Indonesia

Myanmar

Peru

Tunisia

Vietnam

697

1543

5

4

0

189 32%

33%

63%

36%

50%

33%

43%

25%

43%

235

636

168

377 0%

X Figure 7. Estimated number of enterprises benefited from SCORE inspired SME trainings (as of December 2019)

X Figure 8. Nr of policy makers and social partners trained during Phase III (% women) (Nov 2017-Dec 2019)


Such policy advocacy activities and workshops mobilize national governments to allocate budgets for enterprise level interventions supporting SME productivity and working conditions like SCORE Training. The SCORE Programme advocates for governments to provide stable and substantial support to capacitate national SMEs to improve productivity and working conditions to enable productive transformation of economies and decent job creation.

Immediate Objective 2 of phase III is to expand the collaborations with lead buyers encouraging them to sponsor and promote SCORE Training as a capacity building tool for SMEs in global supply chains

The ILO and national employer organizations have marketed SCORE Training to lead buyers through promotional events with foreign trade associations and CSR platforms such as the Global Reporting Initiative (GRI) and the UN Global Compact. Working with buyer consortiums, such as BSCI and ETI, has opened an access to market the training to large numbers of potential sponsors/partners.

These efforts have led to a significant engagement with lead buyers. More than 183 lead buyers have contacted or participated in meetings with the SCORE Programme during so far over Phase III. As of December 2019, 72 lead buyers promote SCORE Training to their suppliers and 33 of them sponsor SCORE Training, as seen in the chart below:

Nr of lead buyers promoting SCORE training in their supply chains

Nr of lead buyers sponsoring SCORE training in their supply chains

Bolivia China Colombia Ethiopia Ghana Indonesia Myanmar Peru Tunisia Vietnam

35

30

25

20

15

10

5

01 1

31

18

1 13 3

002 2

5 42

6 511

18

X Figure 9. Number of lead buyers promoting and/or sponsoring SCORE Training (as of December 2019)


Programme staff and coordinators from implementation partners promote SCORE Training at every opportunity to domestic and international buyers as a supplier development tool. More advocacy efforts are being made by each country programme to encourage the engagement of lead buyers. In total, 103 proposals were submitted to potential lead buyers, to roll out SCORE Training in their supply chains and 104 promotional materials were drafted during Phase III. Key achievements of the SCORE Programme in 2019 include:

X In China, Ethical Trading Initiative introduced SCORE Training to more than 14 of their members and 20 additional suppliers through PPP funding from Sequa (Germany). SCORE Training is recognized as an effective capacity building approach to improve social compliance in the supply chain.

X In Indonesia, Sampoerna Tbk (a multinational company) continues to deliver SCORE Training to SMEs in its supply chain through BEDO. So far, it has committed USD 418,282 for these efforts, since 2015.

X In Peru, TASA, a global leading producer and exporter of fishmeal and fish oil, provided USD 9,000 to deliver SCORE Training to 5 SMEs and 30 micro enterprises in its supply chain, supported by the Ministry of Labour as part of a National Formalization Policy. TASA intends to expand the outreach to 200 enterprises, while other lead buyers have shown interests based on the positive training outcomes in 2019.

X In Vietnam, the French Initiative for Compliance and Sustainability (ICS) promoted SCORE Training to SMEs in supply chains of their members and provided USD 3,770 to VCCI to deliver SCORE Training to five enterprises in the wood processing and garment sectors.

X In Ghana, Solidaridad West Africa contributed USD 7,350 to deliver SCORE Training to six enterprises in the palm oil and mineral processing industries to improve productivity and working conditions.

X The SCORE Academy in China organized a series of capacity building and SCORE promotion workshops in Guangzhou and Shanghai targeting lead buyers. Amazon began to deliver SCORE Training in 2019 to their suppliers and additional ETI members including DHG and Rohan have initiated a new round of SCORE Training for their suppliers.

X In Bolivia, Ferroviaria Andina S.A sponsored a one-day workshop on workplace cooperation, productivity and working conditions for four of its service providers. It published its own case study video to share outcomes of SCORE Training with all its branches nationwide to promote the positive training outcomes.

X In Colombia, Boyacá Cimienta Partnership (a public-private partnership among 3 lead buyers in the cement industry) offers SCORE Training in their Leadership School, targeting micro, small and medium-sized enterprises in their supply chains. Micro enterprises participate in a lighter SCORE Training, while an extended version of SCORE Training Module 1 with a focus on productivity was offered to 14 SMEs through cost sharing between partners and participating enterprises. In addition, Alianza Cimienta (a public-private partnership led by large cement producing companies operating in Boyacá) collaborated with the ILO to boost productivity and working conditions of SMEs in their supply chains through SCORE Training implementation in Boyacá. It has become a good practice among lead buyers to develop a joint supplier development programme in regional competitiveness improvement initiatives.


3. Key programme challenges and responses

SustainabilityThe SCORE Programme is progressing in achieving sustainability. In eight SCORE countries (Tunisia and Ethiopia operations only began in 2019 and India is no longer funded by donors), 84% of SCORE Training modules are delivered with high independence levels without ILO’s support, and cost recovery of SCORE Training reached 82% among the 473 enterprises where SCORE Training was delivered in 2019.

However, as the Phase III mid-term evaluation pointed out, securing sustainability could be jeopardized if the SCORE Programme staff leave the projects before the end of Phase III as is currently foreseen. Staff contracts of national project coordinators and admin staff in China, Colombia, Ghana, Indonesia, Peru and Vietnam, are to be terminated in October 2020 and the global team is to support the project implementation in those countries from November 2020 to the project end date in October 2021.

Response: The SCORE Programme raised this concern to both donors. Extended staff contracts will ensure that implementation partners will take independent responsibility for SCORE Training delivery without support from the ILO after Phase III. During the upcoming donor meeting scheduled on 2 March 2020, the issue will be discussed with both donors.

Lead Buyer EngagementEven though 72 lead buyers promote SCORE Training to their suppliers as of December 2019, very few are willing to sponsor SCORE Training. Some countries only have a few international buyers (Bolivia, Myanmar, Ghana and Ethiopia), limiting the scope for a lead buyer engagement. Almost all cases where lead buyers sponsored SCORE Training, it took place in reputation-sensitive industries, mostly the garment sector. In industries where buyers purchase via agents, buyers are not willing to sponsor SCORE Training for their suppliers.

Response: The SCORE Programme discussed the challenges with both donors during the donor meeting held in May 2019. Both donors approved the revision of Objective 2, influencing lead buyers to move beyond audits and support capacity building of their suppliers going deeper into the supply chain. The mid-term evaluation confirmed that the programme has sought to engage lead buyers, though relatively few have been willing to go beyond workplace auditing to building supplier capacity. The SCORE Programme will roll out the revised Objective 2 based on both donor approval and recommendations from the mid-term evaluation results.

SCORE and Better Work are part of the Advancing Decent Work and Inclusive Industrialization in Ethiopia focusing on the garment sector.

13Annual Technical Cooperation Progress ReportKey programme challenges and responses

4. Progress on the social partner engagement

The SCORE Programme engages social partners in programme implementation in each SCORE country. Among the many activities, the following achievements can be highlighted:

X SCORE Indonesia collaborated with the Indonesia Employers Organization (APINDO) to study the natural ingredients sector as suggested by SIPPO, to improve the business environment in Surabaya, East Java. The report emphasised the obstacles faced by the regional government, private sector and entrepreneurs, and recommended ILO to tackle issues in the region to promote better productivity and working conditions in SMEs.

X In Colombia, UTIPEC, a trade union in the oil and gas sector, is building capacity to become a SCORE implementation partner to deliver training to its members and workers, focusing on workplace cooperation and human resource management. Four promotional videos were created by the union with technical support from the ILO to promote the importance of social engagement in improving working conditions and SME productivity.

X In Indonesia, four trade union confederations (K-SPSI – AITUC, K-SPSI, K-SPI, K-SBSI) delivered three gender trainings to more than 300 trade union representatives on non-discrimination and equality issues in SMEs in Bogor, Surabaya and Yogyakarta, in collaboration with SCORE Trainers.

X The Central Workers Organization in Peru trained workers representatives on equal opportunities for men and women through a training program, “Improving working conditions and cooperation for social dialogue”, based on MIG SCORE.

X “100 days without accidents” campaign kicked off in 100 factories in the woodwork and supporting industries in Viet Nam. Starting as an idea to celebrate the ILO centenary celebration, the campaign was well received and became the key OSH initiative of local partners in 2019 including VCCI, HAWA, BIFA, CSID, Provincial DOLISA and Labour Federation. 60 enterprises participated in the campaign. More than 1,600 people followed the campaign on social media to learn about the importance of safety at work. The campaign had been covered in 27 online newspaper articles, and received television and radio coverage.

“100 days without accidents” campaign kicked off in 100 factories in the woodwork and supporting industries in Viet Nam.

14 Annual Technical Cooperation Progress ReportProgress on the social partner engagement

5. SCORE and Better Work collaboration

SCORE and Better Work have developed a strategy to deepen and expand the impact by leveraging synergies and complementarities between the two programmes. The strategy is centred on five objectives that relate to enterprise service provision, buyer engagement, research, policy influencing, and operational collaboration. The strategy involves both global and country-level components, and is coordinated by a joint team.

However, realizing true coherence between the two programmes has been a major challenge for both SCORE and Better Work. While a few small pilots have been conducted in both Vietnam and Indonesia where both programmes coexist, none of these efforts have been taken to scale. Only in Ethiopia where Better Work and SCORE are part of the Advancing Decent Work and Inclusive Industrialization in Ethiopia multi-donor programme has true synergy been realized. The reason for this improved cooperation is the fact that from the beginning, both SCORE and Better Work agreed on a joint approach and SCORE adapted its training programme to focus strictly on productivity improvement, allowing for a better fit with the Better Work approach. The effort has only completed its first year, therefore more time should be allowed before any conclusions are made on this joint approach.

SCORE focuses on Productivity Improvement to allow a better fit with Better Work as part of the Advancing Decent Work and Inclusive Industrialization in Ethiopia project

15Annual Technical Cooperation Progress ReportSCORE and Better Work collaboration

6. Highlights from SCORE Phase III mid-term evaluation and recommendations

During September 2019 – February 2020, an independent SCORE mid-term evaluation was conducted. This mid-term evaluation (MTE) concerned the third phase of the SCORE Programme, covering the period from November 2017 to August 2019. The MTE team visited four countries – Colombia, Ghana, Indonesia, Viet Nam – and visited SCORE headquarters. Desk reviews were carried out for Bolivia and China. The aim of the evaluation was to provide an accurate and comprehensive picture of the project’s context and development, and generate lessons through comparative analysis of country experiences.

The evaluation team highlighted the following findings:

X The technical dimension of the SCORE Programme is strong, and adaptive improvements have been made to content for new sectors, issues, and users. SCORE provides high quality materials and adaptive training methods, distinguishing it from other types of SME capacity building. Several national programmes have adapted the content for new sectors (e.g. SCORE HoCo for the hospitality and tourism industry), issues (e.g. MIG SCORE on gender) or audiences (e.g. SCORE-inspired training for smaller and micro enterprises; social and solidarity economy organisations).

X The institutional dimension is being addressed through capacity strengthening of local implementation partners, outreach to lead buyers, and training of trainers. Overall performance varies significantly with country context. Implementation partners are active in each country and engaged in different facets necessary to sustain SCORE Training. The level of independence from the SCORE Programme varies between countries, although it has increased in all countries over the course of Phase III.

X The financial dimension is being addressed by helping implementation partners to develop alternative (public, private) funding models and encouraging lead buyers to promote or sponsor SCORE Training in their supply chains. International lead buyers have been especially hard to engage for diverse reasons (e.g. decision-making processes, degrees of reputational risk or other incentives for action, and alignment of SCORE Training with company’s own programmes). SCORE national programmes have often been innovative in identifying funding for training; this is important because enterprises in many cases have been unwilling or unable to pay. Various causes include a lack of capital, availability of free or cheaper alternatives, a culture of government subsidy, insufficient time or absorptive capacity, and a lack of recognition such as training certification. Every country programme is seeking to address long-term funding issues and there are clear success stories, but if staff contracts end prior to the end of Phase III then this could undermine such efforts.

16 Annual Technical Cooperation Progress ReportHighlights from SCORE Phase III mid-term evaluation and recommendations

X SCORE national programmes are generally aligned with ultimate beneficiary needs. SCORE Training is high quality, with content relevant to target groups. As new issues emerge, content innovation continues (e.g. climate mitigation and adaptation, disability etc.). In some countries (e.g. Indonesia, China, Colombia, Viet Nam) there are many underserved SMEs, but demand may be limited as owners do not always prioritize investment in training, especially without clear demonstration of business benefits. Business development service markets can be distorted by government subsidies, which are not necessarily accessible to SCORE partners.

X The programme has succeeded in engaging with a wide variety of intermediate beneficiaries, including other development projects (e.g. of SECO; other ILO projects). Progress has been achieved in engaging ILO tripartite constituents, including trade unions, but some SCORE countries are weak on freedom of association, and unions are not typically active amongst the SCORE target group.

X National SCORE teams have made signif icant efforts to adapt to local situations. Phase III represents a significant step forwards in terms of devolution of management authority (e.g. IPs; national programme offices). The overall programme design continues to affect impact, e.g. a false assumption about lead buyers in some cases means that all countries must commit resources to Outcome 2 (lead buyer engagement) even when such intermediate beneficiaries are few or absent.

X Adaptations have been made; more regular review and testing of assumptions for adaptive management is possible. Difficulties in getting SME buy-in to a five-module training programme were identified in Phase II, and this led to revisions and new offerings such as a SCORE Short Course. The programme has modified its training in response to market demand, and expert trainers have been able to adapt materials to local SME needs.

X Positive improvements in the programme’s approach to gender equality are observed, especially a new Latin American gender adaptation of SCORE, but limits to progress relate to programme design. The SCORE Programme has a gender equality strategy that tasks the programme to address areas such as gender-equal participation; mainstreaming of gender in programme data collection, M&E of impact; and awareness building about the problems of workplace sexual violence and harassment. Components of the strategy are evident in activities such as enterprise-level training, Training of Trainers and awareness-raising events.

X Output performance is good, but linkages to outcomes are uncertain. SCORE is achieving its output targets, but with differences between countries. In some countries, outputs indicators (e.g. % cost recovery) suggest a more positive picture about sustainability than is perhaps the case. There is a possibility that national programmes are pursuing quantitative targets despite these having weak relationships to outcomes (e.g. Some countries are investing in attempts to engage lead buyers [Outcome 2], even when lead buyers are absent or uninterested). Performance on the two key outcome indicators (number of lead buyers promoting and sponsoring SCORE Training), is much lower than anticipated. Only one country meets each target reflecting the incorrect assumption that lead buyers in all countries would be an effective leveraging point. SCORE national programmes and SCORE Global have sought to engage lead buyers; relatively few have been willing to go beyond workplace auditing to building supplier capacity.

17Annual Technical Cooperation Progress ReportHighlights from SCORE Phase III mid-term evaluation and recommendations

The mid-term evaluation report made the following recommendations to the SCORE team:

X 1. Contracts for national programme personnel should be extended until the end of Phase III. Progress is being made with IPs capacity strengthening, but it would be a false economy to stop this too early if it had a negative impact on SCORE Training sustainability.

X 2. Undertake a review of output and outcome relationships in the theory of change, and ensure that the programme is investing in areas that are most likely to maximize impact. Particular attention should be paid to Immediate Objective / Outcome 2 where assumptions about lead buyers are proving problematic.

X 3. Promote new gender-lens SCORE Training innovation (MIG SCORE) in all national programmes because of its potential benefit for women workers and to encourage a debate about gender mainstreaming in SMEs. Consider support for new content innovation as well in emerging areas.

X 4. Take steps to develop a more ‘impact-oriented’ M&E system. Support IPs to assist their efforts to promote and maintain the quality of SCORE Training if/when ILO support ends. Undertake pilots in selected countries to identify and demonstrate the kind of outcome and impact-data that it is feasible to collect. Data should be collected on fewer indicators and a sub-set of countries, enterprises and impact pathways, to concentrate resources into generating more robust evidence on priority causal steps and assumptions. Beneficiary and intermediary beneficiary feedback should be included. Regular reflection and learning loops should be established. Final evaluation to be theory based, involve surveys of intermediate and ultimate beneficiaries and comparative case studies to test key causal steps and assumptions, use of ‘Most Significant Change’ and Contribution Analysis to assess the relative contribution of the programme.

X 5. Consider employing social learning processes in future programmes, recognizing the importance of local ownerships and sustainable delivery. Properly facilitated SL processes are strongly supportive of the adaptive, bot tom- up approaches that have become more prominent in Phase III. SCORE managers and other relevant ILO personnel should be capacitated to include social learning in programme design and management. National and sub-regional learning alliances could be piloted in one or two countries in the remainder of Phase III to jointly identify problems and solutions, building momentum for action. Support peer learning at worker and at SME owners and manager levels in all SCORE countries, creating communities of practice which could continue beyond 2021. Document successful examples.

X 6. Continue to add to its own and ILO’s wider learning on engaging lead buyers through: a) in addition to engaging US-headquartered global brands, SCORE Global could engage with global brands headquartered in India, Korea or China which in many countries are at least as important. Second, in addition to looking to lead buyers as a financial sponsor, they could be looked at as a source of expertise (e.g. making expertise in quality control or product engineering in their companies and supply chains available to SMEs).

18 Annual Technical Cooperation Progress ReportHighlights from SCORE Phase III mid-term evaluation and recommendations

7. Highlights from Peru impact assessment and recommendations

The impact assessment was conducted to inform the ILO and donors of the effectiveness of SCORE Training and to provide insight into the complex linkages between work organization, OSH, HR and other management practices, and SME performance. It started in March 2017 with baseline assessments in 63 enterprises who then participated in SCORE Training. Independent researchers tracked the development of those firms over three years with continuous data collection. Due to dropouts, firm closures and relocation, 52 enterprises were covered by the end line survey in September 2019.

Results show that all enterprises significantly improved business management practices following and related to SCORE Training, measured through a management practice survey covering 35 management practices. The average management practice score increased by 50% from 2.04 (“fair”) during baseline assessment to 3.06 (“good”) in the end line survey.

Approximately 80% of participating enterprises reported that SCORE Training impacted working conditions (reduction in the number of accidents and worker absenteeism), costs (decrease in production defects, waste of raw materials and costs per unit produced) and increased productivity, sales, profitability and customer satisfaction. In enterprises providing comparative data, accidents at workplace reduced by 42%, absenteeism by 34% and work turnover by 12%, on average. Improvements in production were also observed. Defects reduced by 22% and raw material waste by 33%. Factories used production capacity more effectively, with capacity usage increasing from 63% at baseline assessment to 72% at end line assessment. They also hired more workers from 33.7 to 42.5 on average per firm. Female workers in the workforce increased by 3% to 35% between 2017 and 2019. 18 enterprises stated that they had adopted policies and/or initiatives to promote gender equality in the enterprises.

Worker satisfaction increased by 4% from 3.64 during the baseline assessment in 2017 to 3.79 during final assessment in 2019. The improvement is relatively modest but evaluators observed changes in workers’ behaviour after participating in SCORE Training. Workers were observed to be more

empowered to answer questions and commented on management practices in a transparent manner. Worker surveys showed that communication in the workplace improved. However, they desired further improvements in motivation, wages and facilities such toilets, canteen and changing rooms. Enterprises tend to solve problems requiring low financial investment first.

Case studies show that firms made progress in innovation in their equipment and machinery, products, processes or management systems and/or implemented certifications (ISO, HACCP, OHSAS, BPA, fair trade, Marca Peru), mainly through Government’s INNOVATE PERU Program. However, there was still little advancement in policies and instruments promoting better working conditions for workers, including higher wages and other social security benefits.

The study provided recommendations to the SCORE Programme as follows:

X to emphasize contribution to decent work and compliance with international labour standards;

X to encourage greater participation of female workers as beneficiaries of the SCORE Training and practices in companies that denote gender mainstreaming;

X to establish deeper relationships with MTPE and SUNAFIL to promote good labour practices and labour formalization;

X to develop marketing and communication strategies to improve visibility of SCORE Training in companies and embed in allied national institutions that can provide SCORE Training to SMEs; and,

X to escalate intervention towards national programmes and/or policies that seek to improve working conditions and productivity of SMEs.

19Annual Technical Cooperation Progress ReportHighlights from Peru impact assessment and recommendations

8. SCORE communications

Overall, the SCORE programme has received good coverage across ILO global products over this centenary year, reaching ILO’s substantive global audience. Examples of these products are the Enterprise chapter of the ILO Story InfoStory in the first half of 2019, and the new ILO Infostory launched in October The Power of Small: Unlocking the Potential of SMEs (over 7,00 views to date) linked to the Small Matters report published by the SME unit. 64 traditional media mentioned or wrote an article on this report between 10 and 18 October 2019. The SCORE Programme was part of the ambitious promotion schedule of these products, including the colonnades exhibition at ILO HQ during the November sessions of the Governing Body. The exhibition highlighted the human elements of challenges facing SME development through quotes & images in three languages.

SCORE Training was highlighted in the SME InfoStory THE POWER OF SMALL: UNLOCKING THE POTENTIAL OF SMES launched during ILO centenary year

The Small Matters ILO HQ Colonades Exhibition ran for 2 weeks during the Governing Body November Sessions

20 Annual Technical Cooperation Progress ReportSCORE communications

Other centenary events where the SCORE Programme gained visibility are:

X ILC Daily Show featured SCORE China video « A day in the life… »

X ILO magazine centenary edition feature on the work SCORE Peru does with informality and the Peruvian government

X ILC SECO Event – Palais des Nations 18th June 2019

Another noteworthy mention is SCORE Peru appearing in the working paper The Future of Work in the textiles, clothing, leather and footwear industries, published in February.

The SCORE Programme published two articles on the ILO’s Work in Progress blog. One from Bolivia “Superhero SCORE – On a Mission to Improve Enterprises” and one from Colombia “Work & child care: A struggle for men and women”.

SCORE web pages are active and up-to-date, sharing and posting relevant articles globally in different languages and promoting them on social media. An article summarising the global work of gender in the SCORE Programme was posted on International Women’s Day. Case studies continue to be a key communication tool and are posted regularly on the web and social media.

Case Studies and Success Stories are being produced systematically across all countries. Many are more targeted to attract MNEs, to share partnership success and to showcase institutionalisation of the programme, or with specific focus, for example on gender equality. A compendium of seven Ghanaian case studies was created, posted online, and distributed to lead buyers, constituents and enterprises.

A new global LinkedIn page was created to speak to a professional audience and expand our voice across social media channels. Both global Facebook and Twitter feeds have 400+ followers. Content is created for those channels and they are active on a weekly basis. Synergies are found across countries to schedule and share relevant & timely messages. The social media strategy is tailored for each country using popular channels amongst business communities.

In 2019, SCORE Vietnam published its first Newsletter, which provided significant achievements and relevant global SCORE updates to its donors, partners, government agencies, and international lead buyers and media.

Concerning MNEs, the SCORE Programme partnered with ETI to hold successful experience sharing events in Shanghai and London. Three case studies and one video have been jointly produced to showcase the success of the partnership in factories. The collaboration with ICS kicked off with a

Success Stories from Enterprises in Ghana compendium was published in Q3

Success Storiesfrom Enterprisesin Ghana

Case studies from theILO Sustaining Competitive

and Responsible Enterprises(SCORE) programme 3

This new focus on labelling and organization spread to staff workspaces too. Matilda Caesar, Assistant Supervisor at the Bindery Department, describes how her workspace looked before SCORE Training: “It was an eyesore; cardboard here, paper there, and little free space for movement.” After SCORE however, everything is in its right place, including waste. Matilda explains, “We no longer dump paper and organic waste into one bin.”

Employee working in a clean and organized workspace

Reducing machine downtimeEmployees also learned that machinery downtime is also a form of waste: time waste due to the delay caused in finishing print jobs. Here too, the muri-muda mantra that employees created helped remind mechanics to schedule regular maintenance and as a result, reduce machine downtime.

Weekly machine maintenance keeps things running as scheduled

Daily quality talks and regular EIT meetings help staff discuss opportunities to further improve production. All these small changes add up to major improvements for Buck Press including a reduced product defect rate, reduced customer returns of product, and reduced paper waste during production.

General Manager Francis Nyanin has been so happy with SCORE Training that they hope to share their learnings with others, noting:

“SCORE has really equipped us with identifiable skills to help improve our productivity. We will keep it up but one thing we will do in addition is to help teach other businesses like ours about the benefits of SCORE Training.”

Francis Nyanin, General Manager

21Annual Technical Cooperation Progress ReportSCORE communications

communication plan drafted, while promotional support was provided to workshops held in Vietnam and China.

The SCORE Academy was launched in China, with two promotional training workshops organised in Guangzhou and Shanghai. The workshops attracted potential lead buyers and service providers to join SCORE Training and scale up the project in China. SCORE Academy and Amazon organized the Amazon SCORE Project Kick-off Meeting in Shanghai. Ten suppliers have launched SCORE Training and have started the first training module.

SCORE promotional materials and dedicated ONE ILO webpage is now available for Ethiopia. So far, three industry seminars have been organized to promote SCORE Training in the apparel industry. Major brands such as PVH, H&M and TCP factories participated in the seminars. One of the major brands (H&M) operating in Ethiopia and working with apparel suppliers in the industrial parks, have been oriented on the SCORE approaches. Now, SCORE Training has been requested for a one-day workshop in production, quality and compliance teams. This will provide the opportunity to understand what such brands need from service providers and help in designing guidance notes.

All countries have produced materials specifically targeting lead buyers varying from videos and information brochures, to hosting or attending specific events. The SCORE Project brochure is now available in French, Spanish and Arabic. The MIG SCORE flyer is available in English and Spanish. Digital sharing overtook print this year, and therefore all future publications will be designed for digital communication (printing for only very specific requirements). Promotional flyers have been created for Advancing Decent Work and Inclusive Industrialization in Ethiopia (SIRAYE) and SCORE Hospitality Coaching Programme (HoCo), and a Partnership flyer with MEM on Workplace Compliance and OSH in China.

In Indonesia, a SCORE implementation partner, Catholic Parahyangan University has published their SCORE UNPAR book to inform readers on SCORE Training effectiveness in improving business operations of SMEs. Trade and Private Sector Assistance/TPSA Project Canada, who benefitted greatly from the SCORE Training, published on their website the case studies based on the SCORE activities in ten SMEs from the apparel and footwear sector in Bandung, between August 2017 and November 2018. They allocated a total budget of USD 49,504 for this SCORE Cleaner production programme.

Relations with local and national press are gathering pace, particularly in the Andean region and Ghana. Tunisia also got off to a good start with the launch ceremony generating 30 media spin-offs (6 print, 21 online journals and websites, 3 radio).

Webinars are held periodically to encourage and support communications efforts in SCORE countries. Topics include digital case study production and an overview of the promotional training package, which was finalised after pilots in Vietnam, Indonesia and Ghana. The first independently run courses were held in China this year.

SCORE Academy signing the cooperation agreements with service providers

22 Annual Technical Cooperation Progress ReportSCORE communications

9. Reporting on cross-cutting issues on gender, environment and corruption

GenderThe SCORE Programme embraces non-discrimination and gender equality in programme implementation. Within the scope of enterprise improvement projects with beneficiary enterprises, at least one gender-equality related theme is encouraged to be included. In 2019, in ten SCORE countries, approximately, on average 2.2 gender-sensitive enterprise improvement projects were implemented within each participating enterprise during SCORE Training per module. In total, 1,027 non-discrimination and gender equality initiatives were implemented among 473 enterprises who participated in SCORE Training in 2019. Besides many inspiring results achieved through enterprise level intervention, the following key achievements can be highlighted:

X The SCORE Gender Equality Model (MIG SCORE), an extended SCORE Module 1 that helps identify gender biases at the SMEs and support in the implementation of gender equality measures, continues to attract interests and attention internationally. SCORE Colombia additionally developed online training materials on work-life balance, targeting SMEs for the EU funded ILO-UN Women project, WE Empower.

X SCORE Bolivia, in coordination with the Ministry of Productive Development, generated alliances with Training and Women's Empowerment Centres to deliver the Continuous Improvement methodology (Short SCORE) in four cities in Bolivia. This supports the SCORE Programme to work closely with small female producers, who are in a vulnerable economic and social situations.

X SCORE Peru is collaborating with the Ministry of Labour to promote and to embed MIG SCORE’s equal pay for work of equal value approach in national programmes, in accordance with the national Law on equal remuneration for women and men for work of equal value.

X SCORE Vietnam conducted a joint research with Responsible Supply Chain Asia project on labour practices in the wood processing industry with focus on promoting equal opportunity for female staff in the industry. The findings from this report provided relevant partners with a clearer view on the gender gap in the sector to pay sufficient effort to address the issues such as women’s equal access to employment, training and promotion opportunities.

Supermercados Peruanos in Peru has implemented MIG SCORE

23Annual Technical Cooperation Progress ReportReporting on cross-cutting issues on gender environment and corruption

EnvironmentThe SCORE Programme contributes to higher resource and energy-efficiency and to reductions in waste production in SMEs. Two SCORE Training modules (Module 3: Productivity through Cleaner Production and Module 5: Safety and Health at Work) strive to help SMEs achieve the important productivity gains and better working conditions by applying cleaner production methods and better handling of hazardous materials. In addition, the SCORE Programme has achieved the following:

X In Myanmar, an environmental business start-up campaign was carried out in 2019 to strengthen the knowledge and skills of certified SCORE trainers on promoting energy efficiency. SCORE trainers are collaborating with World Wide Fund for Nature (WWF) to deliver energy efficiency training to SCORE factories.

X In Vietnam, the SCORE Programme introduced a green office initiative in ILO Hanoi office. ILO made it a requirement that all its funded activities take place in venues that provide a plastic-free training environment. An estimated 7,600 plastic bottles were avoided in 71 ILO events in 2019.

CorruptionThe Programme does not address corruption as a thematic matter of the project or of training. However, through ILO’s standard operating processes, the project benefits from several safeguards to avoid corruption and misuse of funds within its operations. The Programme has previously introduced additional systems for regular work plan and performance reviews which, alongside periodic missions and routine contacts with national staff, serve to reinforce these formal safeguards.

24 Annual Technical Cooperation Progress ReportReporting on cross-cutting issues on gender environment and corruption

10. Country reports

X 10.1. SCORE Bolivia

Start dateJuly 2013

NTAC membersMinistry of Labour, Employment and Social Welfare (MTEyPS), Ministry of Productive Development and Plural Economy (MDPyEP), Confederation of Private Entrepreneurs of Bolivia (CEPB), Bolivian Workers Union (COB).

SectorsManufacturing, services, tourism.

Geographical coverageLa Paz, El Alto, Cochabamba, Santa Cruz and Sucre.

Implementation partnersFor SCORE: Confederation of Private Entrepreneurs of Bolivia (CEPB), National Chamber of Industries (CNI), Departmental Chamber of Industry of Cochabamba (CAMIND).

For Short SCORE: Ministry of Productive Development and Plural Economy (MDPyEP), Center for the Promotion of Women Gregoria Apaza (Centro de Promoción de la Mujer Gregoria Apaza), Women's House (Casa de la Mujer), Institute for Integral Women's Training (IFFI), Juana Azurduy Centre (Centro Juana Azurduy).

COST REDUCTIONS36%

LABOUR TURNOVER

SAFER WORKING ENVIRONMENT

INCREASE IN WAGES7%

46%

INCREASED PRODUCTIVITY

43%

29%

REDUCED ABSENTEEISM54%

REDUCTION INWORKER COMPLAINTS

DEFECT REDUCTION39%

LESS WASTE

43%

50%

7%

ENERGY SAVINGS

Figure 10. Percentage of SMEs in Bolivia that report improvements after SCORE Training 2019

Progress towards immediate objectivesOutcome 1: Public and private implementation partners have embedded SCORE Training in their national programs and budgets for SME development.

X The Ministry of Productive Development and Plural Economy (MDPyEP) has included the Continuous Improvement Methodology (Short SCORE for Micro and Small Enterprises) in the Strategy for Strengthening Micro and Small Enterprises, targeting five prioritized sectors (wood, food, leather, textiles and metal manufacturing). The Government allocated a budget of USD 4,000 to support three information sessions in the cities of El Alto and Santa Cruz.

25Annual Technical Cooperation Progress ReportCountry reports

X Project Profile

Indicators Target Dec 2019

Actual Dec 2019

% of SCORE Training cost covered by non-ILO resources 100% 35%

% of modules delivered with high independence 80% 0%

Nr of enterprises (% unionized) trained by IPs 116 (60%) 184 (18%)

Nr of active certified trainers available (% women) 31 (50%) 36 (42%)

Average satisfaction with training (%) 90% 91%

Nr of policy makers and social partners trained (% women) 21 (50%) 189 (32%)

Nr of Tripartite Advisory Committee meetings 22 21

Nr of lead buyers promoting SCORE Training in their supply chains 1 1

Nr of lead buyers sponsoring SCORE Training in their supply chains 1 1

Nr of case studies documented 1 1

Nr of proposal presented by IP to lead buyers 0 1

Nr of lead buyers that request specific meeting, information sessions, training etc. (with the potential objective to establish collaboration)

3 4

Figure 11. Progress against targets as of Dec 2019 - Bolivia

Below Target Above Target

A case study video published by Ferroviaria Andina S.A allowed the company to share learning from SCORE Training with all its branches nationwide.

X The Vice-Ministry of Micro and Small Enterprises has approved the transfer of the Continuous Improvement methodology as part of its Plan for the re-functionalization of the Productive Technology and Innovation Centers (CETIP) under the responsibility of ProBolivia. It aims to generate sustainable public business development services and includes the Continuous Improvement Methodology (Short SCORE for Micro and Small Enterprises) in their service portfolio through the government budget.

X The Public University of El Alto (UPEA) i n c o r p o r a t e d k e y c o n c e p t s a n d methodologies of SCORE Training in their academic curriculum to improve the skills of producers in order to increase the productivity and competitiveness of their productive units.

Outcome 2: Lead buyers support suppliers through SCORE Training

X Ferroviaria Andina S.A sponsored a one-day workshop on workplace cooperation, productivity and working conditions for four of its support service providers. It published its own case study video to share outcomes of SCORE Training with all its branches nationwide.

26 Annual Technical Cooperation Progress ReportCountry reports


X In Huzhou, Ministry of Emergency Management embedded the SCORE methodology in their standardized system of SME safety management. SCORE Trainer certification system inspired them to develop their own trainer capacity building system. The Ministry certified 69 trainers to be SCORE Trainers in 2019 and more than 500 enterprises participated in SCORE Training with a Government subsidy of USD 713,000.

X SCORE Academy is formally established as part of the sustainability strategy of SCORE China. It will act as a national center of excellence 1) to promote and deliver SCORE Training in China, 2) to provide training and certification for SCORE consultants and trainers, and 3) to monitor SCORE Training following SCORE standards and implementation guidelines. More than eleven service providers have already signed cooperation agreements with the SCORE Academy to promote SCORE Training in China.

X Fangshan Emergency Management Bureau is conducting research and studies on SCORE’s impact and approaches with its budget of USD 570,000. The result will lead to better integration of the SCORE Training methodology in the national SME safety management standardization.

X Zhejiang Provincial Emergency Management Bureau introduced SCORE Training to State Owned Enterprises to improve safety management system. More than 2,000 employees from enterprises in Communication Group and Zhejiang Airport Group benefited from SCORE Training.

X 10.2. SCORE China

Start dateAugust 2009

NTAC membersMinistry of Emergency Management (MEM), China Enterprise Confederation (CEC), Ministry of Human Resource and Social Security (MOHRSS), All-China Federation of Trade Union (ACFTU), Embassy of Switzerland, Embassy of Norway.

SectorsAll sectors.

Geographical coverageLiaoning, Sichuan, Chongqing, Jiangsu, Zhejiang, Guangdong, Beijing.

Implementation partnersSCORE Academy, International Exchange and Cooperation Centre of MEM, Ethical Trading Initiative (ETI).

COST REDUCTIONS99%

LABOUR TURNOVER95%


INCREASE IN WAGES94%

96%


96%

98%



DEFECT REDUCTION96%

LESS WASTE

96%

94%

ENERGY SAVINGS

X Project Profile

Figure 12. Percentage of SMEs in China that report improvements after SCORE Training 2019


ETI PPP project wrap up event in Hangzhou


Actual Dec 2019



Nr of enterprises (% unionized) trained by IPs 300 (70%) 668(77%)










40 42


X The Ethical Trading Initiative introduced SCORE Training to more than 14 of its members and 20 suppliers through PPP funding from Sequa (Germany). SCORE Training has been recognized as an effective capacity building approach to improve social compliance in the supply chain. ETI blog published success stories from the partnership.

X Matrix, a lead buyer from ETI PPP project, is now equipped with two SCORE trainers in their business. It is rolling out SCORE Training to SMEs in its supply chains as part of their CSR efforts.

X SCORE Academy organized a series of capacity building and SCORE promotion workshops in Guangzhou and Shanghai targeting lead buyers to sensitize the issues related to SME productivity and working conditions and to seek collaboration opportunities to deliver SCORE Training. Amazon has launched SCORE Training in 2019 and additional ETI members including DHG, Rohan have initiated a new round of SCORE Training for their suppliers.

Figure 13. Progress against targets as of Dec 2019 - China



The ILO/ OECD SME Productivity and Working Conditions Academy held a 2 day Caribbean version in August 2019. Given the success of the Academy, a version for the eastern part of Colombia has been planned for March 2020.

Progress towards immediate objectivesOutcome 1: Public and private implementation partners have embedded SCORE Training in their national programs and budgets for SME development

X Colombia Productiva and the Ministry of Commerce, Industry and Tourism designed a flagship program, Factories of Productivity, inspired by the SCORE Training programme. SCORE Colombia organized an ILO-OECD SME productivity course for policy makers in August 2019 to advocate the importance of enterprise level interventions and SCORE benefits to Government, lead buyers and social partners.

X The Ministry of Labour expressed interests in embedding the SCORE methodology in the formalization of SMEs and OSH legal framework compliance. SCORE Training was delivered to participants from the Ministry as an initial step.

X 10.3. SCORE Colombia

Start dateDecember 2010

NTAC membersSECO Colombia, Norwegian Embassy, Ministry of Labor, Ministry of Commerce, Industry and Tourism, National Association of Employers of Colombia (ANDI) and three unions (Central Union of Workers (CUT), the General Confederation of Labor (CGT), the Confederation of Workers of Colombia (CTC)).

SectorsTextiles, floriculture, services, security and construction.

Geographical coverageBogotá, Boyacá, Antioquia, Cundinamarca, La Guajira, Risaralda, Quindío, Valle del Cauca, Meta, Nariño, Santander, Norte de Santander and Caldas.

Implementation partnersAsociación Nacional de Industriales de Colombia (ANDI), Chamber of Commerce of Bucaramanga, Chamber of Commerce of Bogotá, Consultores Especializados en Gestión (CEG SAS), EQUILATERA (EQ), Partnerships for Development, Spanish Chamber of Commerce (Camacoes), Science and Technology Centre of Antioquia (CTA), and Colombian Association of Micro, Small and Medium Enterprises (ACOPI), Asociación Colombiana de Productores de Concreto (ASOCRETO), Avila Group, La Unión de Trabajadores de la Industria Petrolera y Energética de Colombia (UTIPEC), Alianza por la Sostenibilidad de la Cadena de Suministro, PAR Servicios.

COST REDUCTIONS29%

LABOUR TURNOVER14%


INCREASE IN WAGES0%

0%


86%

0%



DEFECT REDUCTION14%

LESS WASTE

0%

0%

ENERGY SAVINGS

X Project Profile

Figure 14. Percentage of SMEs in Colombia that report improvements after SCORE Training 2019


X UTIPEC, a union in the oil and gas sector, is building capacity to become a SCORE implementation partner to deliver trainings to its members and workers, focusing on Module 1 (workplace cooperation) and Module 4 (HR). Four promotional videos were created by the union with technical support from the ILO.

X The local government of Medellin and UNWomen offers MIG SCORE as part of its private sector development portfolio.


X SCORE Colombia continues to explore opportunities to engage lead buyers. In 2019, 25 new potential lead buyers requested meetings to learn about SCORE Training and potential engagement models. Four lead buyers so far have committed to pay for SCORE Training in their supply chains: Efigas, Argos, Acerias Paz del Rio and Holcim.

X The Boyacá Cimienta Partnership (a public-private partnership among three lead buyers in the cement industry) offers SCORE Training in their Leadership School, targeting micro, small and medium-sized enterprises in their supply chains. Micro enterprises will participate in a lighter version of SCORE Training while an extended version of SCORE Training Module 1 with a focus on productivity will be offered to 14 SMEs, through cost sharing between the partners and participating enterprises.

X Alianza Cimienta (a public-private partnership led by large cement producing companies operating in Boyacá) collaborated with the ILO to boost productivity and working conditions of SMEs in their supply chains, through SCORE Training implementation in Boyacá. It is one of the examples among lead buyers to develop a joint supplier development program to improve regional competitiveness.


Actual Dec 2019













54 88

Figure 15. Progress against targets as of Dec 2019 - Colombia



X 10.4. SCORE Ethiopia

Start dateJuly 2019

NTAC membersMinistry of Labour and Social Affairs (MoLSA), Ethiopian Employers Confederation (EEC), Ethiopian Industry Employers Confederation (EIEC), Confederation of Ethiopian Trade Unions (CETU), Ethiopian Investment Commission (EIC).

SectorsTextile and garments

Geographical coverageall regions of Ethiopia

Implementation partnersEthiopian Kaizen Institute

X Project Profile

Training of Enterprise Trainers, June 2019


X In Ethiopia, the SCORE programme is part of the “Advancing Decent Work and Inclusive Industrialization in Ethiopia” programme focusing on productivity and quality improvement in SMEs. In this new programme, ILO is striving to find more synergy and coherence between several approaches including: Better Work, Vision Zero Fund, LAB/ADMIN, OSH and Social Dialogue. The apparel industry is the target sector for this approach. During the pilot phase, four trainers have been recruited from the Ethiopian Kaizen Institute (EKI), a government agency dedicated to implementing Kaizen practices and methodology.



Actual Dec 2019






Nr of policy makers and social partners trained (% women) 0 5







0 0

Figure 16. Progress against targets as of Dec 2019 - Ethiopia



X Three information sharing and promotional workshops were organized to promote SCORE Training and methodology in the apparel industry, targeting PVH, H&M and TCP factories.

X H&M requested the SCORE Programme to deliver an one-day training to its production, quality and compliance teams to learn about SCORE Training approaches. It provided an opportunity for SCORE Ethiopia to learn the needs of lead buyers and the building blocks of guidance notes on SMEs in their supply chains.



X The Ministry of Trade and Industry (MoTI) referred SCORE Training as major SME productivity development tool in national MSME policy, which positions SCORE Training as a government supported training tool.

X The Management Development and Productivity Institute (MDPI) embedded SCORE Training in their business development service portfolio. In 2019, MDPI co-financed delivering SCORE Training targeting five small enterprises in Greater Accra region.

X The Skills Development Fund (SDF) provided USD 21,000 to offer the SCORE Training package (Modules 1-5) to five enterprises.

X Ghana Hotels Association delivered SME productivity and working conditions trainings, inspired by the SCORE HoCo Programme. In 2019, approximately 50 member hotels benefited from the training sessions.

X 10.5. SCORE Ghana

Start dateMay 2011

NTAC membersMinistry of Employment and Labour Relations (MELR), Ghana Employers' Association (GEA), Ghana Trades Union Congress (GTUC), State Secretariat for Economic Affairs (SECO), Ministry of Tourism, Department of Labour, Management Development and Productivity Institute (MDPI), Department of Factory Inspectors, Industrial and Commercial Workers Union (ICU), International Labour Organisation (ILO).

SectorsManufacturing and Hospitality.

Geographical coverageGreater Accra, Central, Western, Eastern, Brong Regions.

Implementation partnersSCORE Training Solutions Ghana (STSG), Sekondi Takoradi Chamber of Commerce & Industry (STCCI), Management Development and Productivity Institute (MDPI), Ghana Hotels Association (GHA), Association of Ghana Industries (AGI).

COST REDUCTIONS67%

LABOUR TURNOVER67%



49%


44%

49%



DEFECT REDUCTION64%

LESS WASTE

54%

41%

ENERGY SAVINGS

X Project Profile

Figure 17. Percentage of SMEs in Ghana that report improvements after SCORE Training 2019


A cross-section of participants during the launch of SCORE Hospitality Coaching (HoCo)


X Solidaridad West Africa contributed USD 7,350 to deliver SCORE Training to six enterprises in the palm oil value chain and mineral processing industry to improve productivity and working conditions.

X SCORE Ghana approached Société Génerale Ghana Limited, Unilever, Barclays bank, Coca Cola West Africa, GCB, Ecobank, Bank of Ghana, MTN, Stanchart, Stanbic Bank, Apex Bank, and Exim Bank Ghana to seek funding to deliver SCORE Training to SMEs in Ghana. However, to date none of the lead buyers have concretely committed to sponsor SCORE Training.


Actual Dec 2019

% of SCORE training cost covered by non-ILO resources 70% 88%












7 10

Figure 18. Progress against targets as of Dec 2019 - Ghana



X 10.6. SCORE Indonesia

Start dateOctober 2009

NTAC membersMinistry of Manpower (MoM), Employers’ Association of Indonesia (APINDO), four trade unions (Confederation of Indonesian Trade Union (KSPI), Confederation of All Indonesian Trade Union (KSPSI), Confederation of All Indonesian Trade Union Congress Jakarta (KSPSI congress Jakarta), Confederation of Indonesia Prosperity Trade Union (KSBSI)), SECO, NORAD.

SectorsAutomotive, food/beverage, handicrafts, furniture and apparel.

Geographical coverage15 provinces ( Jakarta, West Java, Central Java, Yogyakarta, East Java, North Sumatera, Lampung, East Kalimantan, South Sulawesi, South East Sulawesi, Bali, West Nusa Tenggara, Aceh and Jambi).

Implementation partnersMoM, APINDO, trade unions and private consultants: Society for Automotive Indonesia (SOI), Bali Export Development Organization (BEDO), Karya Dua Perempuan, University of Parahyangan and Riwani Globe.

X Project ProfileProgress towards immediate objectivesOutcome 1: Public and private implementation partners have embedded SCORE Training in their national programs and budgets for SME development

X Five implementation partners fundraised USD 231,641 to independently organize SCORE Training for SMEs in 2019.

X Business Export Development Organization (BEDO) fundraised USD 99,500 (USD 60,000 from Sampoerna Tbk, USD 7,500 from Wahid Foundation, USD 29,500 from Ministry of Trade, and USD 2,500 from Ministry of Foreign Affairs) to deliver SCORE Training to 256 enterprises in Java, Bali and Lombok in 2019.

X Semut Management Indonesia SMI (previously named Sentra Otomotive Indonesia SOI) successfully embedded SCORE Training to P3D Jakarta (Centre of Regional Productivity Development Jakarta) and delivered SCORE Training to 47 SMEs in the greater Jakarta area in 2019. It raised an additional USD 11,600 to deliver SCORE Training from the Ministry of Cooperatives & SMEs, USD 12,600 from the Ministry of Manpower (MoM) and USD 10,715 from private companies.

X Karya Dua Perempuan, SCORE partner in Yogyakarta raised USD 32,117 to deliver SCORE Training to ten institutions and companies including Indonesian Women Entrepreneurship companies, staff from the regional bank and the regional Ministry of Health.

X Parahyangan University mobilized USD 13,500 to deliver SCORE Training to 26 enterprises in Bandung. Inspired by the university publication “The effectiveness of SCORE Training in SMEs business revitalization”, APP Polytechnic, a university under the Ministry of Industry in Depok, West Java launched ICARE programme, a productivity improvement programme based on SCORE short version.

X ILO Jakarta Office contributed to roll out SCORE HoCO Training to 20 SMEs (with satisfaction rates at 90%) in the hospitality industry in Lake Toba and Lombok in collaboration with the Coordinating Ministry of Marine Affairs.

BEDO conducted the SMEs Bazar, funded by Sampoerna Tbk together with local government to support SMEs participating in SCORE Training with sales.



Actual Dec 2019













20 17

Figure 20. Progress against targets as of Dec 2019 - Indonesia

COST REDUCTIONS59%

LABOUR TURNOVER18%



28%


71%

22%



DEFECT REDUCTION36%

LESS WASTE

24%

28%

ENERGY SAVINGS

Figure 19. Percentage of SMEs in Indonesia that report improvements after SCORE Training 2019


X Sampoerna Tbk (a Multinational company) has allocated USD 418,282 to deliver SCORE Training to SMEs in its supply chain through BEDO, since 2015.

X SCORE implementation partners submitted proposals to 17 lead buyers inc luding Samsung Indonesia, Toyota Indonesia M a n u f a c t u r i n g , D a i h a t s u Manufacturing and C&A. SCORE Indonesia invited international lead buyers (including IKEA, William Sonoma, H&M, LinFung and Ralph Laurent) to SCORE CSR Training results presentation, in collaboration with Better Work Indonesia. However, none of the lead buyers have so far concretely committed to sponsor SCORE Training.



An ETI meeting at Power Maw Shan green tea & laphet (pickled green tea) manufacturer in Yangon, Myanmar

Progress towards immediate objectivesOutcome 1: Entrepreneurship training is available to MSMEs, policy support to MSMEs is improved, and the capacity of the SIYB platform is developed

X SIYB Myanmar has built its capacity to raise funds from development agencies and private sector actors and to organize events that promote MSME development, including a high profile event for Women’s entrepreneurship commissioned by UN Women, a business start-up campaign in Dawei and MSME fairs in Magway and Mawlamyine, which generated a net profit of USD 17,800 in 2019.

X SIYB Myanmar also continued to mobilise the network of active SIYB (master) trainers, who deliver ILO training products to MSMEs across the country with zero subsidies from ILO. In 2019, this included training 2,221 (potential) entrepreneurs (58% women) in SIYB; 3,317 (61% women) in the Leht Li training programme which targets retailers; and 3,199 (66% women) in the Business Eye Opener training which targets rural entrepreneurs.

X 10.7. SCORE Myanmar

Start dateNovember 2017

NTAC membersMyanmar Young Entrepreneur Association, Myanmar Tourism Federation, Ministries/Departments of Tourism, Fisheries, Commerce and Industry

Sectors X SIYB: Multiple sectors.

X SCORE: Manufacturing (mostly food processing) and Tourism.

Geographical coverage X SIYB: National (All 14 States and Regions of Myanmar).

X SCORE: Yangon, Mandalay, Shan and Sagaing, (Myeik archipelago for aquaculture).

Implementation partners X SIYB: SIYB Myanmar Association, ( I )NGOs,

Associations, BDS providers, private sector freelance trainers.

X SCORE: private sector freelance trainers and training companies.

COST REDUCTIONS50%

LABOUR TURNOVER40%



35%


75%

80%



DEFECT REDUCTION85%

LESS WASTE

80%

85%

ENERGY SAVINGS

X Project Profile

Figure 21. Percentage of SMEs in Myanmar that report improvements after SCORE Training 2019


Outcome 2: Implementation partners have embedded SCORE Training in their national programs and national policies are influenced

X The SCORE Programme expanded its sectoral coverage from food processing to all manufacturing sectors in 2019, trainers were able to sell and deliver SCORE Training Module 1 (Workplace Cooperation) to 34 new companies in the manufacturing sector and SCORE HoCo to seven new companies.

Outcome 3: Lead buyers develop suppliers through SCORE Training

X SCORE Myanmar focuses on cost recovery by participating enterprises instead of lead buyers’ contribution. However, Amazon agreed to pilot SCORE Module 1 in one bag factory and to pay the full costs of the training and will consider the expansion of the programme after receiving the training results.

Outcome 4: Complementary sector interventions have addressed constraints in target value chains

X In the Asian seabass value chain, consulting visits were carried out to support the implementation of upgrades to the United KMK hatchery production process. Major upgrades to the feeding system were implemented during 2019. As a result, average fingerling production per cycle increased from 263,333 in 2018 to 330,000 in 2019 (25% increase).

X The project developed a training for Asian seabass out-growers and trained two trainers (0 women) who carried out four trainings to 91 potential Asian seabass out-growers. Two hatcheries and Department of Fisheries began distributing training calendar and social media messages in 2019.

X The project also worked to develop the supply chain of pellet feed to MSME out-growers and assisted United KMK in building the market for pellet feed, through awareness sessions and training to out-growers about the benefits of pellet feed and how to use it. Following the provision of consulting by the project, United KMK invested USD 43,000 in 2019, on infrastructure to rear on pellet feed.


Actual Dec 2019






Nr of policy makers and social partners trained (% women) 20 0







2 0

Figure 22. Progress against targets as of Dec 2019 - Myanmar




X The Ministry of Labour and Employment Promotion (MTPE) is independently implementing Short SCORE (SCORE Micro enterprises, for firms with 5-10 employees) with its budget of USD 32,000, as part of MTPE´s national formalization policy (RM 071-2018-TR – Sectoral Strategy for Labour Formalization). 199 workers from the benefited enterprises have been formalized through the process in 2019.

X The Ministry of Production (PRODUCE) allocated USD 22,000 to deliver SCORE Training to ten enterprises in Moquegua southern region and in Ucayali region. PRODUCE also expanded SCORE Training services to five coffee cooperatives in Junin region, who belong to the ClusCafe cluster initiative and plans to roll out SCORE Training to more SMEs in 2020.

X Technological Institute of Production (ITP) raised USD 13,500 from the Inter-American Development Bank (IDB) to deliver SCORE Training to 26 SMEs through CITE’s network of SCORE certified trainers. Two Technological Innovation Centers delivered SCORE Training to twelve enterprises fully funded by the participating enterprises.

X 10.8. SCORE Peru

Start dateJuly 2013

NTAC membersMinistry of Labour and Employment Promotion (MTPE), Ministry of Production (PRODUCE), National Confederation of Private Business (CONFIEP), Trade Union Coordination (in representation of Central Autónoma de Trabajadores del Perú (CAT), Confederación General de Trabajadores del Perú (CGTP), Central de Trabajadores de Perú (CTP) and Confederación Unitaria de Trabajadores del Perú (CUT), SECO and NORAD.

SectorsManufacturing, Agribusiness and Construction.

Geographical coverage11 provinces (Arequipa, Ayacucho, Ica, La Libertad, Lambayeque, Lima, Moquegua, Piura, Puno, Ucayali and San Martin).

Implementation partnersMinistry of Labour; Ministry of Production; Technological Institute of Production (ITP) that includes 8 Technological Innovation Centers (CITEs) network; Fab Lab Association, Business Development Center (CDE) of Santo Toribio University (USAT) and SME Peru Association.

COST REDUCTIONS55%

LABOUR TURNOVER13%


INCREASE IN WAGES6%

10%


47%

10%



DEFECT REDUCTION48%

LESS WASTE

16%

27%

ENERGY SAVINGS

X Project Profile

Figure 23. Percentage of SMEs in Peru that report improvements after SCORE Training 2019


SCORE trained staff at Solasky S.A.C. Peru


X TASA, a global leading producer and exporter of fishmeal and fish oil, provided USD 9,000 to deliver SCORE Training to five SMEs and 30 Micro enterprises in its supply chain, supported by the Ministry of Labour as part of national formalization policy. TASA intends to expand the outreach to 200 enterprises in 2020 and other lead buyers showed interests based on the positive training outcomes in 2019.

X During “Expo Empresas 2019” organized by the National Confederation of Private Business (CONFIEP) and SMEs Associations, SCORE Peru highlighted the benefits of SCORE Training to lead buyers and managed to attract 25 lead buyers for follow-up meetings.


Actual Dec 2019













15 15

Figure 24. Progress against targets as of Dec 2019 - Peru



The CEO of Medipharm Sadep discusses the key performance indicators of the SCORE Enterprise Improvement Project with his team.


X The Agency for the Promotion of Industry and Innovation (APII) and the General Unit of Small and Medium Enterprises (DGPME) were chosen to be the implementation partners of SCORE Training in the Ministry of Industry and Small and Medium Enterprises (MISME).

X The Tunisian Occupational Health and Safety Institute (ISST) was chosen to be the implementation partner of SCORE Training in the Ministry of Social Affairs.

X The National Centre for Continuing Training and Professional Promotion (CNFCPP) under the supervision of the Ministry of Vocational Training and Employment became an implementation partner in order for SCORE Tunisia to have access to TFP (a vocational training tax) to subsidize SCORE Training for SMEs.

X The first SCORE Training of Trainers (ToT) was launched in November 2019 and eight trainers are currently training four SMEs (Eurocast, Medipharm, Nordpack and ITC) in order to get certified.

X 10.9. SCORE Tunisia

Start dateApril 2019

NTAC membersMinistry of Industry and Small and Medium Enterprises (MISME), Ministry of Social Affairs (MSA), Union Tunisienne de l ’ Industrie, du Commerce et de l’Artisanat (UTICA), Union Générale Tunisienne du Travail (UGTT).

SectorsTo be decided in 2020.

Geographical coverageTo be decided in 2020.

Implementation partnersGeneral Unit of Small and Medium Enterprises (DGPME), The Agency for the Promotion of Industry and Innovation (APII), Tunisian Occupational Health and Safety Institute (ISST), National Centre for Continuing Training and Professional Promotion (CNFCPP).

X Project Profile


First SCORE Training of Trainers in Tunisia


Actual Dec 2019




Nr of active certified trainers available (% women) 0 0









0 0

Figure 25. Progress against targets as of Dec 2019 - Tunisia



X 10.10. SCORE Viet Nam

Start dateAugust 2011

NTAC membersSECO, Ministry of Labour, Invalid and Social Affairs (MOLISA), Departments of Labour, Invalid and Social Affairs (DOLISA), Vietnam general confederation of labour (VGCL), VCCI (Vietnam Chamber of Commerce and Industry), Handicraft and Wood processing Association HCMC (HAWA), Binh Duong Furniture Association (BIFA).

SectorsWood processing, garment, mechanics, supporting industries.

Geographical coverageHo Chi Minh City, Dong Nai, Binh Duong, Binh Dinh, Long An, Tay Ninh, Hanoi, Bac Ninh, Ninh Binh, Hai Duong, Hung Yen.

Implementation partnersVietnam Chamber of Commerce and Industry, Ho Chi Minh City Branch (VCCI HCMC), Handicraft and Wood Processing Association of Chi Minh City (HAWA), Binh Duong Furniture Association (BIFA), Binh Dinh Forestry Product Association (FPA), Center for Supporting Industries Development (CSID) , The Assistance Center for SME (SME TAC), Vietnam Industry Agency (VIA), Swiss Import Promotion Programme (SIPPO).

COST REDUCTIONS36%

LABOUR TURNOVER1%


INCREASE IN WAGES0%

1%


30%

0%



DEFECT REDUCTION17%

LESS WASTE

1%

1%

ENERGY SAVINGS

X Project Profile

Figure 26. Percentage of SMEs in Vietnam that report improvements after SCORE Training 2019

International development partners visited Viet A Furniture Company on 2 October 2019



X VCCI in Ho Chi Minh remains the main programme partner in 2019. The organization has revised the SCORE Training approach to better meet customers' demand and increase cost-recovery from client fees. 15 enterprises have been trained with a cost recovery rate of 75%. In collaboration with HAWA, a more basic SCORE Training has been introduced to domestic furniture factories in Northern Vietnam. The European Forestry Institute (EFI) has expanded training to micro enterprises and informal household businesses, a business segment previously not serviced by SCORE Training in the wood processing sector in North Vietnam.

X The Assistance Center for SMEs (SME TAC) under the Ministry of Planning and Investment became a new implementation partner in 2019. The Center adopted SCORE’s ToT and trainer certification process to develop a national consultant standard to increase quality of consulting services in line with the 2017 SME support law. It developed a national training programme inspired by SCORE Training contents and methodology, and trained more than 90 consultants to deliver such services to SMEs.


X The French Initiative for Compliance and Sustainability (ICS) promoted SCORE Training to SMEs in their members’ supply chains and provided USD 3,770 to VCCI to deliver SCORE Training to five enterprises in the wood processing and garment sectors. In collaboration with the Swiss SIPPO programme, enterprises from the furniture and garment industries were supported during their visits to trade fairs in Germany to expand their market access.


Actual Dec 2019













1 7

Figure 27. Progress against targets as of Dec 2019 - Viet Nam



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