1Better Work Lesotho

#4 • July–September 2013

Lesotho

NewsletterBetter Work Lesotho

INTRODUCTION TO

COMOSHCOMOSH is a new training course by Bet-

ter Work Lesotho that is already availa-ble to all factories that have subscribed

to the program. COMOSH stands for Occupa-tional Safety & Health Committees and focus-es on the two committees within the factories responsible and involved in health and safety matters, namely the Health & Safety Commit-tee (as required by the Labour Code) and the Performance Improvement Consultative Committee (PICC). As both these committees need to address findings involved with health and safety matters, it is paramount that members on these committees receive training on topics of a health and safety nature.

COMOSH will be presented in-house. Companies who are interested in this training for their OSH Committee- and PICC members can contact Better Work Lesotho at the de-tails provided below. The training is conducted on site and is presented over two days. During these two days participants will acquire the necessary theory to fulfil their duty as com-mittee members and also receive hands-on experience with matters such as fire safety.

One of the key issues addressed at this training is the dif-ference between the functioning of the OSH Committee and the PICC. OSH Committee members often feel that their function has been absorbed by the PICC, but nothing could be more further from the truth. COMOSH will show each

committee how they differ in nature and provide them with guidelines on how to host a meeting, draft an agenda, is-sue minutes of the meeting and make recommendations to management. For example, one major difference between the OSH Committee and the PICC is that the former is re-quired by law to do factory inspections in the identification of hazards and their accompanying risks, whereas the PICC does not do this. Another example is the fact that the PICC addresses all matters of compliance, including personnel and labour issues, whereas the OSH Committee concerns itself only with health and safety.

Over the training period of 2 days participants will gather a thorough understanding of their role as committee members and acquire the knowledge to perform the tasks expected of them.

Factories participating in Better Work Lesotho can contact Lesiamo Molapo (Molapo@betterwork.org) for more infor-mation. The course is presented to the factory’s conveni-ence at dates suitable for them. ◊

PPE PurchaseMeeting Minutes

Factory Improvement PlanRisk Assessment

2 Better Work Lesotho 3Better Work Lesotho

A WORD FROM THE PROJECT TEAM

Staff NewsBetter Work Lesotho welcomes Machabe Matsau, driver, and Babatsang Mohlakola, adminis-trative and finance assistant, as new members of the project team. Not new, but in a new position, is Thabang Phaila, who has been promoted to Training Assistant.

from left to right, Thabang Phaila, Ba-batsang Mohlakola and Machabe Matsau.

In This Issue

Worker Story p4

Core Labour Relations p6

Labour Law Watch p7

Training Update p8

EPP p9

Management Systems Intro p10

Learner’s Corner p11

Dear Reader,It is time again to welcome you to a new issue of our project newsletter which combines lat-est info about project services with articles that centre on a specific topic and have a focus on learning. In this issue, for example, our Labour Law Watch highlights the responsibilities for

health & safety in the workplace, whereas the Learner’s Corner discusses good practice Grievance Procedures. In another article we emphasize the importance of Management Systems for sustainable improvement. Without effective systems in place, the risk for factories is high that improvements in their labour compliance standard cannot be maintained. Also, as usual, training features prominently throughout the newsletter: over the last three months, we piloted a new OSH training product (Emergency Prevention and Preparedness), conducted seminars on Freedom of Association and Collective Bar-gaining and on Grievance Handling, and implemented training for HR managers and PICC members. Factories’ interest in our training and participants’ feedback is encouraging and a strong motivation for developing our training services further.

Lastly, please have a look at our Workers’ Story (p.4-5) which illustrates how supervisory skills training made a difference to workers’ lives and well-being in the workplace. This story shows actually that it does not take much to initiate change and that one training measure can have a substantial impact if there is openness towards doing things differently.

Project Team

FACTORY FOCUS: C&Y GARMENTS

C&Y Garments is one of the oldest garment factories operating in the industrial district of Ha’Thetsane. The factory opened its factory doors for busi-ness in 1990 in what was just the first of four investments from the Nien Hsing Group and today employs a number of 2,400 workers. The factory exclusively manufac-tures jeans and all

products are exported, mostly to the United States of America.

The newly appointed Factory Manager, Mr Pab-lo Chiang, is motivated and positive about the future. Mr Chiang has an extensive background in the garment industry and worked for years in Vietnam before accepting the appointment in Lesotho. With the appointment he brings with him ideas on how to implement improvements across his factory.

Not only is C&Y one of the oldest factories in Lesotho, but it is also one of the oldest Better Work Lesotho participants. C&Y has joined the

programme in January 2011 and has shown full commitment to its assessment and advisory services, including attending numerous train-ings offered by the programme.

Working hand in hand with the PICC, C&Y has faced challenges in the past years by address-ing them heads on and working towards practi-cal solutions. A newly formed health and safety team is conducting regular inspections through-out the factory on a daily basis. During these inspections the members of the team—who are factory workers trained in health and safety—look at various health and safety issues such as housekeeping, electrical safety, personal pro-tective equipment and other health and safety areas directly related to the well-being of work-ers.

The factory welcomes the input of the PICC as it opens a window into the world of the work-ers’ perspective. The information from these meetings are useful and helps to improve the overall performance of C&Y. Working together in partnership with Better Work Lesotho, C&Y is realistic and optimistic about the future, and committed to the highest of quality standards. ◊

Working together to tackle OSH issues. Supervisors wear bright yellow sleeve bands to identify them clearly.

Pablo Chiang, Factory Manager, C&Y Garments

Participating SuppliersC & Y GarmentsChainexCGM IndustrialEverunisonFormosa TextileGlobal GarmentsHumin JeanswearJ & S FashionJonsson ManufacturingKopanoLesotho Precious GarmentsMaseru E-TextilesMauri GarmentsNien Hsing InternationalPresitexSpringfield ManufacturersSun TextilesSuperknittingTai Yuan GarmentsTZICC

Participating BuyersJones ApparelLevi Strauss & Co.Phillips-Van-HeusenSEARSThe Children’s PlaceThe Gap Inc.Walmart

For further information please contact:Better Work Lesotho Office+266 22314638 lesotho@betterwork.org

4 Better Work Lesotho 5Better Work Lesotho

WORKER STORY

Even though Mpho Likonela knew he was lucky to have a job given Lesotho’s high unemployment rate, until recently, the

garment factory worker awoke most mornings overcome by a feeling of dread. Each day he went to work in the factory’s cutting section, the 33-year-old was subjected to verbal abuse by a short-tempered supervisor. If Mpho cut the wrong piece of material or laid out fabric incorrectly, he was rudely reprimanded in front of his co-workers by the supervisor, rather than corrected in a polite and encouraging way.

“I sometimes wished I could call in sick just to have a day without an encounter with him,” Mpho recalled, before adding, “but alas, even a day’s worth of wages is something I cannot afford to miss. I have a wife and two children that I have to take care of, and every cent I make counts.”

The constant criticism demotivated Mpho and affected not only his self-esteem, but also his work performance, exacerbating the situation as he and other co-workers were then target-ed constantly by the supervisor. He remembers thinking that if only his boss would teach him to do the problematic tasks correctly, maybe the work environment could improve, and he would stop making silly mistakes.

“I felt so much under pressure to do the right thing, to avoid the shouting and the trips to the Human Resources office,” Mpho recollected.

However, just when his work situation appeared desperate, Better Work Lesotho started to en-gage with Mpho’s employers. And the environ-ment began to improve.

One of the keys to this change was the estab-

lishment at participating garment factories in the country—including Mpho’s employers—of Performance Improvement Consultative Com-mittees (PICCs).

As part of Better Work Lesotho’s engagement process, after the programme conducts an as-sessment of a factory’s compliance with inter-national labour standards and national labour law, an Enterprise Advisor assists the factory to establish a PICC. The committee, which by de-sign has an equal number of management and worker representatives, is then tasked with the development, implementation and monitoring of factory improvement plans to address areas of non-compliance.

By having a bipartite structure, PICCs also aim to improve social dialogue in the workplace and promote a sustainable way to engage in effec-tive workplace cooperation.

“We elected one of our co-workers to become a PICC member,” said Mpho, “and he often tells us what is discussed at the committee. Then one day he told us that supervisors have been sent for supervisory skills training. It was a whole new concept to us and we said we would see if it would benefit us as workers.”

Compliance assessments and advisory services are part of Better Work Lesotho’s core servic-es, and are offered as a package. In addition, the program also offers participating factories access to training courses on issues that fre-quently affect the garment sector, including human resource management; occupational safety and health; and dialogue, discipline and disputes (e.g. verbal harassment of workers by supervisors).

Given the global nature of the garment supply chain, misunderstandings due to communica-tion barriers or cultural differences are com-mon. In addition, reducing cases of verbal har-assment can be challenging as it requires an individual to change his or her behaviour.

Better Work Lesotho’s latest compliance report, which covers 14 factories, reveals that within the contracts and human resources cluster, the highest non-compliance rate is in the dia-logue, discipline and disputes section. The pro-gramme noted non-compliance issues in over three quarters of the factories assessed due to workers being verbally harassed by supervisors who use inappropriate, offending language in their communication with workers.

To address this pervasive challenge, a Super-visory Skills training course was developed fo-cusing on soft skills, such as effective commu-nication, motivation of workers and creating a friendly working environment. It is one of the most successful courses in Better Work’s cur-riculum globally.

Mpho claims that when his supervisor came back from the Better Work Supervisory Skills training, he was a totally different person. He acted more humbly and approached his staff with respect, which prompted many of them to question why Better Work Lesotho had not been contacted earlier.

“His new approach has made a whole lot of dif-ference in the cutting section. When there is a problem, our supervisor will call us as a team and point out the mistake. We will discuss as a team what went wrong, and the possible solu-tions. We take care of the quality of the work we produce, as we now understand that it is a collective effort.

“Even on an individual basis, [our supervisor] will approach us with utmost respect and show

us where we have erred, so that we can talk about the problem and solve it in an amica-ble way. He has stopped shouting and belittling us,” he said.

Mpho went on to say that he and his work col-leagues feel valued and honoured to have their supervisor overseeing their duties.

“Better Work Lesotho has groomed him into being a reasonable supervisor. He is still very strict on quality. But we now understand why he is, as he explained to us the importance of producing quality work. We now feel that it is our responsibility to ensure that we produce quality work, unlike before when we just worked to push our targets,” he concluded.

Looking to cover more of the industry, including factories where workers’ and supervisors’ cul-tures may clash, the program has now started to offer training on supervisory skills in Ses-otho, English and Mandarin. As Mpho’s story shows, developing critical soft skills can lead to benefits for employers and workers, with vis-ible—and sometimes not so visible, but no less important—results. ◊

How Supervisory Skills training can improve workplace relations,

and support productivity

For Mpho, coming to work for him and his coworkers have become less stressful.

“Better Work Lesotho has groomed our su-pervisor into being a reasonable supervisor. He is still very strict on quality. But we now understand why he is, as he explained to us the importance of producing quality work.

Given the global nature of the garment supply chain, misunderstandings due to

communication barriers or cultural differences are common.

7Better Work Lesotho

SEMINAR ON CORE LABOUR CONVENTIONS

In the past, factory management more than once has been unhappy with non-compliance findings raised in assessments under Freedom of Association and Collective Bargaining. “Why is this a non-compli-

ance?” was the question. “We are doing everything right.”

In its seminar on “Freedom of Association and Collective Bargaining for Managers”, offered in June, Better Work Lesotho aimed to familiarize factory management with those Conventions of the International Labour Organization (ILO) that the Better Work program uses as reference for most of its compliance decisions that relate to industrial relations.

The seminar, held by the Better Work Global Technical Specialist Dan Cork, focused on Convention 87 (‘Freedom of Association and the Right to Organise’), Convention 98 (‘The Right to Organise and Bargain Col-lectively’), Convention 135 and Recommendation 143 (‘Worker Repre-sentatives’). It covered topics such as trade union access to the factory, union operations and non-discrimination of union members. Special attention was given to Convention 87 and do’s and don’ts in the event of a strike.

By using many examples, it explained to participants what would con-stitute indicators of non-compliance in respect to those Conventions and what would be good practice. It also aimed to create a better un-derstanding for employers’ versus workers’ interests, the need for com-promise and mutual respect.

“I wanted to hold such seminar for a long time” says program manager Kristina Kurths. “Factories should not feel punished by our require-ments, particularly in areas where they go beyond the national labour law. It is therefore important that factories do have good knowledge of the Conventions.” And she adds “This seminar we will certainly hold for union representatives as well to promote good practice in industrial relations.” ◊

Freedom of Association & Collective Bargaining

HEALTH & SAFETY RESPONSIBILITY

Excerpt: Lesotho Labour Code Order, 1992

93 (1)–Every employer shall, so far as is reasonably practicable, ensure the safety, health and welfare at work of all of his or her employees.

94(a)–Every employee shall, while at work take reasonable care for the safety and health of himself or herself and of other persons who may be affected by his or her acts or omissions at work.

In this issue on Labour Law Watch, we address the matter of responsibility when it comes to health & safety. When we talk about responsi-bility, we ultimately want to know—just who is exactly responsible for health and safety issues in a company.

Labour laws—or other applicable laws—often spell out clearly who is responsible for health & safety in a company. The Lesotho Labour Law assigns responsibility to two parties within the factory: the employer (company) and the employee (workers).

Responsibility can be measured in two ways when it comes to compa-nies. The first is that of legal responsibility. Here legislation places a specific responsibility on someone in the company to be responsible for health and safety. The second type we can refer to as an ethical re-sponsibility. This is when a company takes responsibility for health and safety, not because it is either a legislative or compliance requirement, but purely because the company wants to provide to their employees an environment that is free of dangers and risks—a healthy and safe work environment. This is often referred to as “voluntary compliance”.

The company’s responsibility in terms of health & safety lies with the em-ployer. We can rephrase it as the “top-decision maker on the premises in charge of the day-to-day running of the business.” In some factories, this person is called the Managing Director, in others the Factory Manager, and in others the CEO. The names all vary, but their positions are more or less the same.

What exactly is meant by responsibility for the employer? Responsibility does not mean the physical implementation of a health & safety system in the factory. It means that wherever the company is in violation of any health and safety requirement as set out by the Labour Code or the addi-tional Code of Good Practices, the person who will be accountable under law for such a violation will be the one responsible for health and safety. This responsibility in terms of the law cannot be delegated.

This responsible person has to ensure that their company is fully com-pliant with all health & safety requirements as per the Labour Code and other promulgated laws, regulations, and requirements by the Depart-ment of Labour. Failure to comply could result in a monetary fine or even a court case.

However, the law also imposes a certain degree of responsibility upon the employee, as encapsulated in section 94(a) of the Act. As such, em-ployees cannot claim ignorance on issues where they should have taken reasonable care to prevent an incident affecting their safety or health. This duty is not confined to the employee themselves, but extends to fellow workers.

The best platform for any company to address their responsibility in terms of health and safety is with the development and implementation of a health and safety management system. A health and safety manage-ment system at its core addresses all the risks the company may face and incorporates all legal and compliance requirements.

For more information on this topic please contact Teboho Mafooa, Prin-cipal OSH Inspector, under tmafooa@gmail.com or +266-22317859 or +266-59802078. ◊

Better Work Lesotho6

Who is responsible?

“This was a great seminar and one every manager should attend. There are too many things we just

assume and being informed is the way forward to improving industrial relations.”

Ryan Chen, Formosa Textiles

“I think we just covered the tip of the iceberg with this great presentation by Dan. At some point we need to take it a step further and actively involve

the other side (trade unions) as well.” Bereng Molapo, HR Manager, Formosa Textiles

8 Better Work Lesotho 9Better Work Lesotho

TRAINING 2013

Q3EMERGENCY PREPAREDNESS & PREVENTION TRAINING

One of the new courses launched in June this year by Better Work Lesotho is that of Emergency Pre-paredness & Prevention, or for short, EPP. This is a topic that just cannot get enough coverage and its significance in the field of health and safety needs to be stressed time and time again. With so many health and safety risks in the garment industry which can cause an emergency, it is of great-est importance that factories are not only prepared for them, but also know how to prevent them.

The idea of the course came about as factories in Lesotho indicat-ed they needed assistance with emergency procedures. At PICC meetings it was discovered that factories truly wanted to correct findings pertaining to emergency preparedness, and needed addi-tional training in this field.

Better Work Lesotho, in partner-ship with two local service provid-ers, hosted two training sessions in Maseru and Maputsoe respec-tively.

The focus of these trainings was to provide participants with a basic understanding of what an emer-gency is. To be prepared for an emergency, you need to have a very clear definition of what consti-tutes an emergency. Participants were shown the different catego-ries of emergencies and subse-quent different types under these categories. For the EPP training, emergencies were broadly divided into 4 categories, namely natural disasters, medical emergencies, chemical emergencies and fire.

With specific focus on fire, partici-pants were taken through the steps

of planning and setting up a fire preparedness programme. Even though fire fighters at factories usually receive training in how to extinguish a fire, this time around the participants which included officials and managers, were also given an opportunity to extinguish a fire with a hands-on exercise. This proved to be very popular and successful, and many participants indicated that even though they have attended numerous train-ings on emergency preparedness, this was the first time they had a practical perception of what such a programme entails.

Both trainings at Maseru and Ma-putsoe were received well by those attending. Though this training was a full-day training, it was clear at the end of the day that everyone was hungry for more knowledge. The EPP Training covered the ba-sics of emergency preparedness and prevention, and forms part of the bigger training approach of Better Work Lesotho in regards to Health & Safety. Together with other courses such as Risk Assess-ment, Good Housekeeping and Management Systems, it forms an integrated approach to health and safety—an indispensable tool for companies that want to take their health and safety to a higher level.

Factories interested in having conducted this course on an in-house basis at their factory prem-ises - or who would like to know more about the health and safety courses available from Better Work Lesotho—are free to contact Jean-Pierre (JP) Pellissier at pellissier.jp@gmail.com.

Working towards safer factories—now.

In Short...

...in the months of July and August 2013, the project offered a five-day training on HR Management, held in Maseru. The training, attended by HR Managers from Presitex, TZICC, Maseru E, Global Garments, C & Y and Nien Hsing International, gave participants an insight into key components of good HR practice to improve labour compliance.

...in September 2013, BWL Enter-prise Advisers trained PICC members in a two-day training on the role and functioning of the PICC and basics of workplace cooperation. This training is offered on a needs basis to induct new PICC members and refresh knowledge of those members who were elected into the PICC a while ago. Staff from Suntex-tiles, Superknitting, CGM, Tai Yuan, J & S, Maseru E and Presitex attended the course. Also in the month of Septem-ber the project conducted a training for union organizers to introduce them to the main objectives and services of the Better Work Lesotho program and the role of the PICC.

Better Work Lesotho hosts numerous train-ing courses ranging from human resourc-es, safety and health, supervisory skills, to workers’ life skills. These courses are presented throughout the year and are also available on request for in-house training.

Please contact Thabang Phaila at phaila@betterwork.org or Lesotho@betterwork.org in regards to further information on the courses available.

10 Better Work Lesotho 11Better Work Lesotho

LEARNER’S CORNERGOOD GRIEVANCE HANDLING

No employer particularly likes getting griev-ances. Unfortunately, as we know, we cannot please all of the people all of the time, and that is much more the case when it comes to a fac-tory environment. The bigger the factory, the more likely the occurrence of grievances.

Even if from an employer’s perspective a griev-ance is a hindrance, it should not be viewed as always something negative. The grievance pro-cedure establishes a two-way communication channel between workers and management. When this channel gets defective or breaks down, the result may be a workplace dispute that, if remained unsettled, could even lead to industrial action. So many unfortunate in-cidents could have been avoided if grievances had been taken more seriously and acted upon promptly.

The proper procedure for any company should be to try and address any grievance internally first before involving dispute handling author-ities, such as the Directorate of Dispute Pre-vention and Resolution (DDPR). This indicates management’s commitment to improving the work environment and keeping the channel of communication between them and their em-ployees open.

All parties should be allowed to voice their opin-ion, and a decision regarding the matter should be fair and without prejudice. Workers who sub-mit a complaint should do so without the fear of retaliation against them.

Other elements of a good practice grievance procedure should include:

• Representatives of workers should be in-volved in the procedure, if required;

• Workers and their representatives should be allowed sufficient time to participate in the procedure; they should not suffer any loss of wages or other benefits as a result;

• Workers are expected to act in good faith; complaints have to be genuine;

• Investigate the grievance thoroughly;

• Records, in the form of a document/paper, should be kept on each and every single grievance filed; the company should have a proper grievance filing system;

• Employees should have free access to these grievance forms;

• The grievance should be dealt with within a reasonable time; do not make the aggrieved

wait for the outcome—show that you are committed to addressing their grievance and stay in contact with them;

• Give the answer to the grievance always in writing;

• Allow for the aggrieved to appeal the out-come of the grievance to a higher authority;

Ignoring grievances increases the unhappiness of workers and may lead to industrial action, DDPR cases or complaints to buyers and the Department of Labour. One needs to accept that grievances are a part of a factory’s oper-ations, and companies should make any effort to address them swiftly and fairly when they do arise.

For more information about good grievance han-dling practice, please contact Lirontso Lechoba (lechoba@betterwork.org).

Industry Seminar

On 12 and 13 August 2013, BWL Enterprise Advisers conducted their first industry seminar on Grievance Handling. Industry semi-nars are offered to factories that have established PICCs and aim to support advisory services by focusing on one single topic. The recent seminar was attended by mid-level management from Nien Hsing Group factories. Using training material developed by the Bet-ter Work Global team, it discussed effective workplace communi-cation, workplace cooperation and the elements of a good practice grievance handling system

Management Systems—some factory staff may feel overwhelmed when it comes to this topic. But it is actually

much simpler than it appears to be. Let us try and break it down.

Management systems come in different cate-gories, from risk-, environment-, quality-, hu-man resources-, security-, to health and safety management systems. For this article we are going to concern ourselves in particular with a health and safety management system. Why would any business consider implementing such a system? It seems like a lot of work and responsibility. Easy answer: a health and safety management system is a comprehensive pro-gramme that manages and maintains all your health and safety matters at your factory. That includes emergency preparedness. Risk As-sessment. Fire Safety. Chemical Management. First Aiders. Accident Investigation. Hygiene and Welfare. Everything a company is current-ly doing for health and safety can be brought under this one umbrella. With an effective health and safety management system, you should have no problem passing any audit or assessment with flying colours. Therefore the question should rather be: why have not more factories yet implemented some form of a man-agement system?

There are various other benefits, too. For one, a health and safety management system is pro-active. Manufacturers are regularly in hot water because they “forgot” to do training or drills. Or factories do not have the correct emergency ac-tion plans in place for all types of emergencies. All of these issues are combined and addressed on a continuous basis in a health and safety management system.

Secondly, the management system is like a guidebook. It gives direction for both manage-ment and workers. It outlines each and every employee’s responsibility in terms of health and safety and it provides clear direction on policy, procedure, regulations and training. A thorough health and safety management system will list out the factory’s objectives and with an accom-panying action plan bring these objectives to realisation.

Additionally, health and safety management systems reduce accidents at your factory by addressing hazards and their associated risks. Naturally this will improve your standing with your buyers as it creates an overall better image of your factory.

We have talked here about a health and safety management system, but the same goes for all the other systems. A management system for your labour-related matters will ensure that your disciplinary practices, grievance procedures, policies on verbal abuse, sexual harassment, and working conditions all are addressed under this one management system. No need to ever wonder who is responsible for what and why things go wrong, because with a proper man-agement system they won’t go wrong.

Then why are many factories reluctant to imple-ment a management system? Most think it’s a lot of work and costly. At the beginning stage it does take quite a lot of time, energy and effort. However, starting small and taking it step by step can quickly help your overall health and safety improve. As you master the different as-pects of the management system, you can add more functions to it and slowly make it grow until it’s fully matured and running by itself.

For an introduction into management systems, Better Work Lesotho offers a training called Management Systems, Module 1 - Basics. Please contact Jean-Pierre (JP) Pellissier at pellissier.jp@gmail.com for more information. ◊

INTRODUCTION INTO MANAGEMENT SYSTEMS

12 Better Work Lesotho

ASSESSMENT• 2-Day factory assessments against

ILO core labour standards and national labour law;

• Factories assessed annually;

• Assessment reports shared with buyers to:

• Increase transparency;

• Allow buyers to reduce and eventually stop their own auditing in areas covered by Better Work.

LABOUR COMPLIANCE

Lesotho

ADVISORYSERVICES

• About 10 advisory visits per year.

• Suppliers assisted in developing and implementing labour compli-ance improvement plans through labour-management committees.

• Improvement documented in bi-annual Progress Reports.

• Strengthened buyer-supplier relationships as factories demonstrate commitment to improvement.

Lesotho

• Training to address common areas of non-compliance and complement advisory services.

• Main training products:• Occupational Safety and Health

• HR Management

• Supervisory Skills

• Workplace Cooperation

• Workers’ Life Skills Training

• Training target groups: • Labour-management

committees

• Factory mid-level management

• Workers

TRAININGSERVICES

Lesotho

Better Work Lesothois funded by:

US Department of Labor

The Better Work Global Programme is supported by:

Australian GovernmentLevi Strauss FoundationNetherlands Ministry of Foreign AffairsState Secretariat for Economic Affairs, Switzerland (SECO)United States Council Foundation, Inc. (funds provided by Gap Inc., Nike and Wal-Mart)

This newsletter is published by Better Work Lesotho, a joint programme between the International Labour Organization (ILO) and International Fi-nance Corporation (IFC). The opinions expressed do not necessarily reflect the official views of the ILO, nor those of IFC.