MDG-F 2067
UN Joint Program “Harnessing Sustainable
Linkages for SME’s in Turkey’s Textile Sector”
Inception Report
Version History
Version No
Description
Date
IR.V1
Produced by JP Manager
Feb 2011
IR.V2
Cleared by the JP Team
Mar 2011
IR.V3
Cleared by the JP Committee
Mar 2011
IR.V4
Cleared by the National Steering Committee
Mar 2011
MDG-F 2067 is a UN Joint Programme, implemented in Turkey by United Nations Development Programme, United Nations
Industrial Development Organisation and International Labour Organisation in cooperation with General Secretariat of Istanbul
Textile and Apparel Exporters’ Associations.
Cover Page
CONTENTS
Executive Summary ..........................................................................................................................................................................1
Introduction and Context .................................................................................................................................................................4
The Global Textile and Apparel Industry ......................................................................................................................................4
The National Textile and Apparel Industry ...................................................................................................................................4
Methodology and Approach .............................................................................................................................................................6
JP-specific Implementation Strategies ..........................................................................................................................................6
Improving skills and capabilities to collaborate (Outcome 1) ..................................................................................................7
An Integrated Approach for CSR Enhancement (Outcome 2) ..................................................................................................7
Sustainability Strategy ..................................................................................................................................................................9
An Equal Emphasis on Skills and Capabilities ...........................................................................................................................9
Scalability of the Intervention ..................................................................................................................................................9
Inclusiveness and Participation ..............................................................................................................................................10
Cooperation with other Projects and Programmes ...............................................................................................................10
Communication and Outreach ...............................................................................................................................................10
Description of JP Activities ..............................................................................................................................................................12
Outcome 1 ..................................................................................................................................................................................13
Output 1.1 ..............................................................................................................................................................................13
Output 1.2 ..............................................................................................................................................................................14
Output 1.3 ..............................................................................................................................................................................16
Output 1.4 ..............................................................................................................................................................................18
Outcome 2 ..................................................................................................................................................................................20
Output 2.1 ..............................................................................................................................................................................20
Output 2.2 ..............................................................................................................................................................................22
Output 2.3 ..............................................................................................................................................................................24
Output 2.4 ..............................................................................................................................................................................24
Conclusions and Recommendations ...............................................................................................................................................26
Conclusions.................................................................................................................................................................................26
Recommendations......................................................................................................................................................................26
Annex 1: Inceptıon Phase .................................................................................................................................................................1
Annex 2: JP Management and Coordınatıon ..................................................................................................................................13
Annex 3: JP Monitoring Framework................................................................................................................................................15
Annex 4: Budget & Work Plan.........................................................................................................................................................20
Annex 5: Risk Assessment Matrix ...................................................................................................................................................21
Annex 6: Projects and Programmes for Cooperation .....................................................................................................................24
Annex 7: Communication Matrix ....................................................................................................................................................26
Annex 8: FORMATION of Technical Advisory Committee (TAC) .....................................................................................................28
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LIST OF TABLES
Table 1: Three Levels of CSR Enhancement ......................................................................................................................................8
Table 2: Stakeholders......................................................................................................................................................................10
Table 3: JP Outcome 1, at a snapshot .............................................................................................................................................13
Table 4: JP Output 1.1, at a snapshot .............................................................................................................................................14
Table 5: JP Output 1.2, at a snapshot .............................................................................................................................................15
Table 6: JP Output 1.3, at a snapshot .............................................................................................................................................17
Table 7: JP Output 1.4, at a snapshot .............................................................................................................................................18
Table 8: JP Outcome 2, at a snapshot .............................................................................................................................................20
Table 9: JP Output 2.1, at a snapshot .............................................................................................................................................21
Table 10: Anticipated scope of Output 2.1 and division of labor for its generation .......................................................................21
Table 11: JP Output 2.2, at a snapshot ...........................................................................................................................................23
Table 12: JP Output 2.3, at a snapshot ...........................................................................................................................................24
Table 13: JP Output 2.4, at a snapshot ...........................................................................................................................................25
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ACRONYMS
ABIGEM
EU Turkey Business Development Centre
CSR
Corporate Social Responsibility
DİSK-TEKSTİL
Trade Union of Textile Workers
DOGAKA
East Mediterranean Development Agency
FKA
Fırat Development Agency
GDP
Gross Domestic Product
İGEME
Turkish Export Promotion Agency
İKA
İpekyolu Development Agency
ILO
International Labour Organization
ITKIB
General Secretariat of Istanbul Textile and Apparel Exporters’ Associations
JP
Joint Programme
JPM
Joint Programme Manager
KOSGEB
Presidency for SME Development and Support
KSSD
Corporate Social Responsibility Association of Turkey
MDG
Millennium Development Goals
MoIT
Ministry of Industry and Trade
MoLLS
Ministry of Labour and Social Security
NSC
National Steering Committee
Öz İplik-İş
Trade Union for Workers of Woven, String, Knitting and Clothing Industries
PMC
Programme Management Committee
RC
Resident Coordinator
SME
Small- and Medium-sized Enterprises
SPO
Undersecretariat of State Planning Organization
T/A
Textile and Apparel
TEKSİF
Textile, Knitting and Clothing Workers Union of Turkey
TÜTSİS
Turkish Textile Employers Association
UFT
Undersecretariat for Foreign Trade
UN
United Nations
UNDP
United Nations Development Programme
UNIDO
United Nations Industrial Development Organization
VCMP
Value Chain Management Platform
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EXECUTIVE SUMMARY
MDG-F 2067: “Harnessing Sustainable Linkages for the SMEs in Turkey’s Textile Sector”
is a joint programme (hereinafter “the JP”) of United Nations Development Programme
(UNDP), United Nations Industrial Development Organization (UNIDO) and International
Labour Organization (ILO), implemented by the General Secretariat of Istanbul Textile
and Apparel Exporters’ Associations (ITKIB).
The JP aims to contribute to the progress towards achievement of the Millennium
Development Goals (particularly MDG1, MDG3, MDG7, and MDG8) by means of
increasing networking and collaboration among textile and apparel manufacturers
(Outcome 1), and integrating sustainable development, CSR principles and gender
equality into the business processes and practices in the textile and apparel industry
(Outcome 2).
The JP is a timely intervention to help Government of Turkey operationalise the National
Textile Strategy (2009), which envisages and supports creation of regional clusters that
specialize on different nodes (design, R&D, manufacturing etc.) of the textile and
apparel value chain. The Government of Turkey has already introduced certain measures
(e.g. incentives such as tax cuts, social security premium etc.) to implement this
strategy; however the long-term sustainability and success of the strategy hinge heavily
on the level of networking and collaborating between the various nodes of value chains,
scattered across the country, and the level of skills and capabilities of the local
manufacturers in terms of adopting economically sustainable, and socially and
environmentally responsible business practices. As such, the key success factors of
Government’s strategy coincide nicely with the two outcomes, which the JP is set to
achieve. The complementarities between the Government’s strategy and the JP’s
outcomes are the strongest assurance of sustainable impact of the JP.
The complementarities
between the Government’s
textile and apparel strategy
and the JP’s outcomes are the
strongest assurance of
sustainable impact of the JP.
The strategy of the JP is geared towards creating skills (i.e. the learned capacity to carry
out certain functions) and improving competencies (i.e. the ability to use learned
capacity) to achieve its ambitious, yet achievable, outcomes. In other words; the JP not
only aims at creating and/or improving the skills of the T/A industry, but also includes
measures (i.e. development of tools, replicable models) which will make the T/A
industry capable of using their new or improved skills in a sustainable manner.
The JP will not only create
and/or improve skills, but also
make the target groups
capable of using their new
and/or improved skills
Against this background, the inception phase of the JP has been utilized to confirm the
ongoing relevance of the design of the JP with the national/local context, and to test
viability and feasibility of modifications that would further enhance the expected impact
of the JP.
An important finding of the inception phase concerns an emerging risk associated with
past and ongoing work on “clustering” in Turkey. Clustering approach is an important
element of the JP, especially with respect to achievement of Outcome 1, having spillover effects on Outcome 2, as well. Some of the previous attempts that supported
regional and local clustering initiatives in the target regions did not create the
anticipated results, thus it is now harder for the JP revive target groups’ (SMEs’) interest
in this highly rewarding approach. UNIDO’s expertise and established role in facilitating
cluster development especially in less developed regions, is a strong assurance for the
JP. In addition to this UNIDO and UNDP agreed to strengthen the linkages between
activities related to cluster development and SME support scheme, envisaged under the
JP.
Better alignment of interagency activities help mitigate
emerging risks and ensure
increased efficiency and
effectiveness.
The Development Agencies, which were “in-the-make” during the preparation of the JP,
have been established and have become important agents of regional economic
development. The JP realizes the emerging yet rapidly expanding roles of development
agencies in matters concerning regional development and hence incorporates them as
The JP established linkages
with development agencies,
creating a strong regional base
for operations.
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regional institutions for collaboration into the JP’s overall work programme.
Another achievement of the inception phase was the better alignment of the JP
activities that require inputs from the partaking UN Agencies. The details of such
revisions/modifications to the JP activities are addressed in detail in the IR. Additionally,
synergies between the JP and ongoing projects of the involved UN Agencies have been
established. The ongoing partnership between UNDP/IBM Corporate Service Corps
Program in Turkey has been instrumental in providing expert opinion for deployment of
the Value Chain Management Platform (VCMP). Linkages have also been established
between the JP and Promoting Registered Employment in Southeast Anatolia Project
(UNDP, ILO and ITKIB). Further examples of linkages established with other projects and
programmes are elaborated in detail in the inception report. It also became evident that
had the JP had not existed, exploitation of such synergies would have been harder.
Synergetic opportunities
between the JP and ongoing
projects and programmes of
partaking UN Agencies have
been identified and
incorporated into the JP’s
work plan.
In summary, the work carried out during the inception phase confirmed that the
strategic focus of the JP remains highly relevant to the national context as well as to the
MDG Achievement Fund. The strategy of the JP contributes to the overarching national
policies and programmes, and is owned by the national authorities. Secondly, the
inception phase also demonstrated that relocation of the sub-national gravity centre of
the JP from Kahramanmaras would contribute to both aid effectiveness and prospects
for greater impact. Thirdly, areas where further efficiency gains are possible through
minor (activity-level) operational and budgetary revisions have been identified and
introduced. Such measures include concrete cooperation opportunities with ongoing
projects and programmes of the partaking UN Agencies. Fourthly, the inception phase
provided the JP partners to assess the risks that may have an effect on the JP, and
introduce relevant risk mitigation measures. Finally, the inception phase was utilized to
conduct a thorough stakeholder analysis, which revealed additional collaboration
opportunities (i.e. development agencies).
A notable achievement of the JP during the inception phase was its recognition by the
stakeholders and target groups as an innovative intervention. The JP’s intervention
modality diffuses MDGs into the daily business practices of the target groups by putting
competitiveness, the most appealing notion for SMEs, on the forefront of the
intervention. The JP melts information and communication technologies, process
innovation, clustering, decent work, environment, competitiveness, institution building,
skills development etc. in the same pot. All these different and individually essential
elements could have been subjects of individual projects at their own merits. The
inception phase demonstrated that comprehensive yet integrated nature of the JP is not
only its biggest challenge, but also its strongest value proposition and assurance for
sustained impact.
The comprehensive yet
integrated nature of the JP is
not only its biggest challenge,
but also its strongest value
proposition and assurance for
sustained impact.
The partaking UN Agencies and ITKIB are aware that the inception phase has taken
longer than anticipated. However it is also to be noted that such an extensive analyses,
which is expected to justify the delay with the additional value that the JP will create,
would not have been possible, had sufficient time not been allocated. The inception
phase could have been much shorter; however this would have come at the expense of
losing sight of elements that would boost JP’s long-term impact, overlooking the
multiplier effects of creating synergetic collaboration opportunities, and last but not the
least a problematic implementation period.
A belated inception report was
not called for, yet the
expected benefits will justify
the delay.
The inception report at hand is composed of five sections. The first section introduces
the JP and the context, by focusing on the key elements (e.g. strategy, outcomes,
outputs etc.) of the JP vis a vis the general context and environment, in which the JP is to
be implemented. This section intends to lay the ground for the rest of the report. The
second section of the report focuses on methodological issues concerning the
implementation and coordination of the JP, forming the background of the third section
which elaborates on JP activities. The fourth section concludes the report, and presents
recommendations, which will be considered taken with the approval of the report.
The IR has 5 sections; starts
with why and where,
continues with how and ends
with conclusions and
recommendations.
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The following annexes complement the inception report:
The following annexes complement the inception report:








Annex 1: Inception Phase
Annex 2: JP Management and Coordination
Annex 3: JP Monitoring Framework
Annex 4: Budget and Work Plan
Annex 5: Risk Assessment Matrix
Annex 6: Projects and Programmes for Coordination
Annex 7: Communication Matrix
Annex 8: Formation of Technical Advisory Committee
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INTRODUCTION AND CONTEXT
THE GLOBAL TEXTILE AND APPAREL INDUSTRY
The global textile and apparel industry commands a highly sophisticated value chain,
consisting of a number of discrete activities, scattered across the World. It is rather
difficult to characterize the global TA value chains by a uniformed set of characteristics.
On one hand, there are heavily commoditized segments (e.g. basic t-shirts) where cost is
by far the most important driver of competitiveness; but on the other hand, there are
higher value-added segments (e.g. technical textiles, fashion products etc.), in which the
competitiveness is derived not only from cost but also from innovation, R&D etc.
The global textile and apparel
industry commands a highly
sophisticated value chain,
consisting of a number of
discrete activities, scattered
across the World.
The abolishment of the international Agreement on Textile and Clothing, introduced a
quota-free environment for international trade of textile and apparel products.
However, liberalization of international trade in TA industry has always been a highly
controversial issue, for both textile and apparel contribute to employment in developing
as well as developed countries. Thus there have been temporary total or partial
disturbances to the fully liberalized trade of such goods. Despite these disturbances, the
international trade of clothing products tripled over the last two decades; whereas that
of textile products doubled (Source: WTO).
The international trade of
clothing and textile products
increased significantly over
the last two decades.
The significant increases in international trade of textile and clothing products, reaffirms
the highly scattered and globalized nature of the T/A value chain. Thus on the supply
side the most important element that has an impact on the functioning of the T/A
industry has been the globalization of the value chain. It is basically because of this trend
that the conventional wisdom said that the manufacturing capacity in the T/A industry
always moves to “the East” (or to “the South”, in contemporary international
development jargon). That is to say as an economy grows, it will find it harder to sustain
low cost production.
On the supply side, the most
important element that has an
impact on the functioning of
the T/A industry has been the
globalization of the value
chain
However, the dramatically changed nature of demand, especially over the last two-three
decades, is poised to prove the aforementioned conventional wisdom, at least partially,
wrong. The consumers, specifically in the developed markets, have become socially
more demanding. The mainstream consumer markets have gotten more and more
concerned with the social issues (e.g. environment, fair labour etc.), making the global
producers and retailers to take actions towards adopting and ensuring socially
responsible manufacturing practices. Even a small rumor, say subcontractor of a global
brand employing children, may have detrimental and long-lasting effects on sales of the
global brand. Another important concern for the global brands is to decrease their
carbon footprint, which is possible only if the distance of shipments is reduced. Thus
more and more, the global brands are looking into ways of consolidating their supply
chains in smaller geographies.
On the demand side, the
increased awareness of the
consumers of social issues has
resulted in a more demanding
customer profile.
THE NATIONAL TEXTILE AND APPAREL INDUSTRY
In the midst of such dynamics, the Turkish T/A industry has grown rapidly in the last
three decades, making Turkey one of the important players of the global T/A industry.
According to World Trade Organisation (WTO), Turkey was the fourth largest exporter of
clothing products, following China, EU27 (including intra-EU trade) and Hong Kong,
China (including re-exports) in 2009. Again according to the WTO statistics, Turkey is the
eighth biggest textile (fiber-yarn-fabric) supplier with 3.7% of global trade in textiles.
Turkey is the fourth largest
exporter of clothing and
eighth largest exporter of
textile products in the Word.
Turkish T/A industry’s rapid growth has also made it one of the most important engines
of growth, employment and exports in Turkey’s national economy. The T/A industry
contributes 8% to national GDP, 16% to industrial output and 18% to total exports; and
The T/A industry is an
indispensable element of
Turkey’s economy.
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employs 11.4% of the registered labour force in the country.
Turkey is one of the few countries that can command the entire T/A value chain - from
cotton to final products. The industry hosts vertically integrated manufacturers that
possess in-house ginning, spinning, weaving, dyeing and finishing capabilities, as well as
specialized large-scale manufacturers (e.g. yarn manufacturers) and small- and mediumscale enterprises (e.g. cut-make-trim, accessories etc.).
Turkey is one of the few
countries that can command
the entire T/A value chain.
Turkey’s manufacturing capacity owes to large investments on tangible assets (i.e.
technology, machinery etc.), which made it possible to establish a well-developed textile
finishing industry in the country. This is critical, as it is impossible to meet the
requirements of the higher value-added segment in the absence of such a physical
infrastructure. Starting in early 2000s the investments on intangible assets (i.e. skills,
design, R&D etc.) has also gained momentum. As a result of these developments, today
one can see Turkish brands, marketed in world’s leading retailers, as well as Turkish
brand stores, marketing their own products.
The industry invested not only
on tangible but also on
intangible assets.
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METHODOLOGY AND APPROACH
Although such a brief introduction is not sufficient to explain the functioning of global
T/A industry and the state of play in Turkey, it provides sufficient hints to understand
the rationale of the Government of Turkey’s strategy for the T/A industry. The officially
announced “Strategy Document for the Textile, Apparel and Leather Products”
envisages, inter alia, increasing the competitiveness of the national T/A industry by
facilitating greater degrees of specialization at the sub-national (regional) level. For
instance; the strategy foresees relocation of labour-intensive parts of the T/A value
chain into regions/provinces where unemployment rates are high, whereas cost of living
is lower. Although similar strategies and attempts (i.e. relocation of manufacturing
capacity to a lower-cost region within the same country) have not always been
successful, Government’s strategy seems to be the only way, if Turkey is to sustain its
unique and inimitable advantage commanding the entire T/A value chain.
The Government of Turkey has
introduced an ambitious
strategy to improve the
competitiveness of the T/A
industry.
It is exactly at this point where the present JP comes into play. For the Government’s
strategy to work, an environment that would enable such a transformational change
needs to be created. For instance, relocation of manufacturing capacity would call for
increased levels of networking and collaboration capabilities so that the advantages of
proximity do not completely vanish. Secondly; although the manufacturing capacity can
be physically relocated with some cost, certain intangible assets, such as know-how,
managerial skills etc. cannot be transferred, as readily as the tangible assets. The JP is
set to generate scalable and replicable solutions to address these issues.
The present JP complements
the overarching national
strategies.
The JP is expected to facilitate further progress primarily towards MDG1 (End Poverty),
MDG3 (Gender Equity) and MDG7 (Environmental Sustainability). The methodology of
the JP integrates JP-specific strategies (i.e. networking, collaboration, CSR) with
horizontal strategies (i.e. sustainability, gender etc.).
JP-SPECIFIC IMPLEMENTATION STRATEGIES
JP-specific implementation strategies are the means, through which the JP will
contribute towards achievement of JP Outcomes. In plain words, the JP aims at
facilitating implementation of Turkey’s textile strategy by increasing networking and
collaboration among the actors of the T/A value chain, and by enhancing corporate
social responsibility across the board.
Both of the outcomes of the JP are serving the same goal of supporting SME’s in textile
sector which are located at the pilot provinces of Malatya, Adıyaman, Kahramanmaraş
and Gaziantep. This support is based on the needs of SME’s in establishing sustainable
linkages, by improving their efficiency, innovation capacities and competitiveness by
increased and improved utilization of IT, by supporting clustering activities, by
increasing awareness on CSR is issues and by supporting the sustainability of this
support by the establishment of a Sustainable Competitiveness Center.
Therefore, outcomes 1 & 2 are designed to have linkages and feedbacks with
one another.
The basic approach of the implementation strategy,
a) a diagnostic study of the textile clusters in pilot provinces will provide basis for all other outputs.
b) Training and counselling activities focusing on the competitiveness of the SMEs on the subjects of CSR;
environmental conduct, cluster development, sustainability, labour standards shall be provided. SME’s of the
pilot provinces will receive financial support from the JP, in relation with their participation and involvement in
outcomes 1 & 2, i.e value chain, clustering and CSR activities.
c) Sustainability Competitiveness Center/network is designed to provide advisory support for the SME’s of the pilot
provinces on clustering, CSR, competitiveness and value chain.
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IMPROVING SKILLS AND CAPABILITIES TO COLLABORATE (OUTCOME 1)
As indicated above, Turkey is one of the few countries that can command the entire T/A
value chain. The national TAL strategy recognizes this advantage, and introduces several
measures to capitalize on this particular advantage. One of such measures is promoting
regional specializations, through, for instance, encouraging relocation of labourintensive segments of the value chain from high-cost regions to lower-cost regions.
Regional specializations (i.e. clusters) will create the expected impact (i.e. increased
competitiveness), if, and only if, value chain actors within different regions of Turkey can
collaborate. The value chain management portal (VCMP), which will be deployed with
the support of the JP, will provide the enterprises within the T/A industry to collaborate
on an online platform.
The VCMP will provide the
enterprises within the T/A
industry to collaborate on an
online platform.
The JP’s intervention modality also includes promotion of clustering, as a means of
increasing networking and collaboration among the T/A SMEs, in the target regions.
Clusters are agglomerations of interconnected companies and associated institutions.
Firms in a cluster produce similar or related goods or services and are supported by a
range of dedicated institutions located in spatial proximity, such as business associations
or training and technical assistance providers.
Clusters are agglomerations of
interconnected companies and
associated institutions.
Clusters and business networks have become keywords in the policy debate in
industrialized and developing countries. They are regarded as tools to promote poverty
reduction and the development of competitive industries. The Ninth Development Plan
of Turkey recognizes clustering as a tool for increased competitiveness, and includes
several measures for promoting clusters. As such; JP’s emphasis on clustering as means
of increased competitiveness coincides nicely with national policies.
JP’s emphasis on clustering as
means of increased
competitiveness coincides
nicely with national policies.
As such, the JP will facilitate improvement of capabilities and skills for both interregional and intra-regional collaboration and networking, which will in turn improve the
competitiveness of the national T/A industry.
The JP will foster both interregional and intra-regional
collaboration and networking
AN INTEGRATED APPROACH FOR CSR E NHANCEMENT (OUTCOME 2)
CSR is generally understood as being the way through which a company achieves a
balance of economic, environmental and social imperatives (“Triple-Bottom-LineApproach”), while at the same time addressing the expectations of shareholders and
stakeholders.
A properly implemented CSR concept can bring along a variety of competitive
advantages, such as enhanced access to capital and markets, increased sales and profits,
operational cost savings, improved productivity and quality, efficient human resource
base, improved brand image and reputation, enhanced customer loyalty, better decision
making and risk management processes.
This said, governments have not yet reached consensus on common approaches to CSR,
which has meant that the “rules” are being set de facto by the companies embracing it,
and these are mostly large Transnational Companies (TNCs). As a result, SMEs, especially
those in developing countries and countries in transition, find themselves confronted
with approaches to CSR that are often very incompatible to their economic and social
contexts. Yet, they cannot afford to ignore CSR, since the very same TNCs that are
pushing the CSR agenda hardest are also their clients.
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An integrated CSR enhancement strategy usually involves interventions at three levels:



Micro-level: Assistance on the micro-level involves direct support to a group of
companies belonging to the same sector, region, cluster, supply chain, etc.
Meso-level: Support on this level focuses on business support and advisory
institutions (public or private) that aim at expanding their service portfolio and
strengthening their institutional capacity.
Macro-level: This level involves CSR related policy work with a view to support
government institutions in determining what public policies best support a
country’s private sector in its efforts to apply socially and environmentally
responsible business practices.
An integrated CSR
enhancement strategy usually
involves interventions at
micro-, meso- and macrolevel.
The design of the second outcome of the JP includes elements from all these three
levels, providing a sound basis, on which a sustainable CSR enhancement strategy can be
built and integrated into the national textile strategy.
At the micro-level, the JP includes activities towards development of enterprise tools,
such as training materials, reporting tools etc. At the meso-level, the JP activities will
support the institutional development activities, particularly at the business support and
advisory institutions by means of providing trainings etc. Finally; at the macro-level, the
JP will produce a policy note with a view to support relevant government institutions in
determining what public policies best support the Turkish T/A industry.
There are trade-offs between a JP implementation strategy that focuses on only one the
levels, described above, and that touches upon all three elements, as the present JP
does. The benefit of concentrating on one level is the possibility of achieving a higher
progress at that level. However that benefit will come at the expense of achieving no
progress at the other levels, limiting also the possibilities to enjoy multiplier and/or spillover effects that one level has on the others.
A second element that has an effect on the design of JP Outcome 2 is the division of
labour between partaking UN Agencies. In plain words, each partaking UN Agency is
responsible from analysis of one of the three imperatives of the triple-bottom-line
approach, mapped against the most relevant MDGs. That is to say, UNDP will lead the
analytical efforts with regard to economic imperatives of CSR by focusing on MDG1 and
MDG8, while ILO focuses on social conduct and MDG3. UNIDO’s specific responsibility, in
term of analysis, concerns MDG7; however UNIDO is also responsible from “putting it all
together” and producing a CSR advocacy strategy for ITKIB.
It is to be noted that the original JP foresaw production of a CSR Strategy for the Turkish
T/A industry for incorporation into the national textile strategy, whereas the revised
design focuses on an advocacy strategy for ITKIB. The analyses carried out during the
inception phase revealed that CSR in the Turkish T/A industry will evolve and enhance
through a bottom-up approach. ITKIB, as a strong player at the meso-level, is ideally
positioned to support the micro-level, coordinate the efforts in the meso-level and
advocate for change at the macro-level.
The following table maps the JP outputs against the three levels of intervention to
enhance CSR in Turkey’s T/A industry.
Table 1: Three Levels of CSR Enhancement
Micro-level
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Meso-level
Macro-level
Micro-level
Meso-level
Macro-level

Corporate Social Responsibility
assessment report

Corporate Social Responsibility
assessment report

Corporate Social Responsibility
assessment report

Awareness raising strategy
document

Awareness raising strategy
document

Awareness raising strategy


Policy Note
Enterprise-level awareness-raising
tool(s)
CSR advocacy strategy document


Awareness raising activities

Training to SME support agencies
CSR-based management and
reporting tool

Training of trainers

Increasing capacity of core JP staff
through provision of training on CSR
and labour issues.

Training of target groups

SUSTAINABILITY STRATEGY
The sustainability strategy of the JP identified five key success factors: (a) an equal
emphasis on skills and capabilities; (b) scalability and replicability of the interventions;
(c) inclusiveness and participation; (d) cooperation and collaboration with other projects
and programmes; and (e) efficient and effective communication and outreach.
A key element of the JP’s methodology is ensuring sustained impact; in other words,
ensuring that the capacities to be established and/or improved continue to contribute to
progress towards MDGs even after completion of the JP. The strongest assurance of the
JP’s sustained impact is the ownership of the ITKIB, which is one of the key players in the
Turkish T/A industry.
The strongest assurance of the
JP’s sustained impact is the
ownership of the ITKIB.
AN EQUAL EMPHASIS ON SKILLS AND CAPABILITIES
The strongest side of the JP’s intervention modality is its emphasis on both skills (i.e. the
learned capacity to carry out certain functions) and competencies (i.e. the ability to use
learned capacity) to achieve its ambitious, yet achievable, outcomes. An intervention
modality that focuses merely on skills development would still be a valuable effort,
however improved skills, combined with the competencies/capabilities to exercise those
skills, possess a higher potential to lead to transformational change.
The strongest side of the JP’s
intervention modality is its
emphasis on both skills and
competencies.
For instance, improving the skills of the SMEs on CSR-based management and reporting
has its own merit; however if such improvement is backed up with tools that will make
help the SMEs exercise these skills, one can safely claim existence of a sound basis, on
which further progress towards sustainability can be built. This approach underpins
almost all JP activities, including but not limited to the Value Chain Management
Platform, CSR-based management and reporting tools, awareness-raising tools etc.
SCALABILITY OF THE INTERVENTION
Another important cross-cutting strategy that the present IR brings to the scene is
scalability of the intervention. The present JP is about the Turkish T/A industry and
targets a specific region. In terms of manageability of the JP focusing on a single industry
and a specific region make perfect sense; however this should not preclude the JP
partners from thinking beyond these perimeters and envisioning an impact that goes far
beyond even the articulated outcomes of the JP.
For instance, the VCMP will be an online portal accessible by SMEs in other less
developed regions of Turkey which could not be made part of the JP mainly for
budgetary constraints. Another example of scalability is the expanded scope of the
awareness-building tools that the JP will produce. The original JP Document foresaw
classroom training as the main medium of awareness-building activities; whereas the
P a g e |9
The present design of the JP is
scalable, making it possible to
expand the geographical scope
of the intervention.
present IR adds additional media (such as animated movies etc.) that can be readily
utilized by T/A SMEs all across Turkey.
INCLUSIVENESS AND PARTICIPATION
The present JP is built on an inclusive and participatory approach, bringing all relevant
parties and making them a part of the solution.
Table 2: Stakeholders
Micro-level
Meso-level

T/A SMEs


T/A Transnational
Companies

T/A Employees
General Secretariat of
Istanbul Textile and
Apparel Exporters’
Associations (ITKIB),
Macro-level

Trade Union of Textile
Workers (DİSK-TEKSTİL),

Ministry of Labour and
Social Security (MoLLS),

Corporate Social
Responsibility
Association of Turkey
(KSSD),

Ministry of Industry and
Trade (MoIT),

Undersecretariat of State
Planning Organization
(SPO),

Undersecretariat for
Foreign Trade (UFT),

National SME
Development Agency
(KOSGEB),

Turkish Textile Employers
Association (TÜTSİS),

Textile, Knitting and
Clothing Workers Union
of Turkey (TEKSİF),

Development Agencies
(İKA, DOGAKA, FKA)

KOSGEB Service Centers,
Trade Union for Workers
of Woven, String, Knitting
and Clothing Industries
(Öz İplik-İş)

Turkish Export Promotion
Agency (IGEME)

Malatya İnönü University,

Sütçü İmam University,

Gaziantep University

Adıyaman University

Kadir Has University

COOPERATION WITH OTHER PROJECTS AND PROGRAMMES
The inception phase provided the JP with the opportunity to identify projects and
programmes, with which the JP can collaborate. As an official candidate for EU
membership Turkey is the recipient of EU’s financial support under the Instrument for
Pre-accession Assistance. As such, there are several ongoing and upcoming projects and
programmes, co-funded by EU and the Republic of Turkey. Additionally, all three
partaking UN Agencies have ongoing projects and programmes in Turkey. Annex 6
provides the list of the projects, with which the JP may cooperate and the areas of
cooperation.
The JP can benefit from and
contribute to many ongoing
projects and programmes.
COMMUNICATION AND OUTREACH
The goal of the JP’s communication and outreach strategy is to “Increase networking
and collaboration among T/A value chain actors and accelerate progress towards MDG1,
MDG3, MDG7 and MDG8 by raising awareness, strengthening broad-based support and
action and increasing engagement in MDG related policy and practice in Turkish T/A
industry”.
The outcomes of this strategic goal are (a) increased networking and collaboration
among T/A value chain actors; and (b) increased awareness on CSR (in particular MDG1,
MDG3 and MDG7).
The Communication Matrix (in Annex 7 provides further information on (a) key
messages, (b) targets, (c) means, (d) indicative activities, and (e) costs.
P a g e | 10
The goals of the JP’s
communication strategy are
aligned with those of the MDG
Achievement Fund.
P a g e | 11
DESCRIPTION OF JP ACTIVITIES
This section is composed of two sub-sections (JP Outcomes) and elaborates on the JP
activities.
The outcome level discussion focuses on the strategic rationale of the outputs, which
will contribute to achievement of the related output, responding to “what”, “why” and
“how”. Such considerations are tabulated at the outset of each sub-section, providing
the reader with the opportunity to see the big-picture. It is to be noted that no
modification is proposed at the JP Outcome level.
The discussion at the output level is rather operational. Here the report reflects on the
experience gained during the inception phase. The IR proposes certain improvements to
the specific activities. This section provides brief description on specific activities, as well
as justifications for deviations from the original project document. This section also casts
light on the activity-level collaboration between the partaking UN Agencies.
The considerations with regard to timing, sequence and cost of activities are presented
in the Annexes (Annex 4).
P a g e | 12
OUTCOME 1
Productivity and innovation capacities of the SMEs in the Turkish textile and
apparel industry especially in poor and vulnerable areas strengthened
through enhanced collaboration and networking for increased
competitiveness.
Table 3: JP Outcome 1, at a snapshot
Output #
Output 1.1.
Output 1.2
Output 1.3
Output 1.4.
Output
Description
(what)
An online Value Chain
Management Platform
(VCMP) activated by
İTKİB and utilized by T/A
value chain actors
The capacity of national
SME support and
advisory institutions in
the field of clustering and
business linkage
development are
enhanced
A Sustainable
Competitiveness Centre
(SCC) is established and
activated
Sustainable business
models in T/A industry,
encouraged and
achieved (through a
support scheme)
Rationale
(why)
The value chain is
scattered across the
country, maintaining
communication and
coordination between
the value chain actors is
the main challenge to
address.
In order to ensure
sustainability of the
clustering initiatives, the
institutional capabilities
of the SME support
agencies need to be
enhanced.
SME s’ access to advisory
services on sustainable
competitiveness needs
to be improved.
SMEs’ awareness on
sustainable
competitiveness can be
improved through
identifying, supporting
and showcasing
successful business
models
Strategy
(how)
Facilitating collaboration
and networking between
the value chain actors,
operating in the different
nodes of the value chain,
by means of introducing
state-of-the-art and userfriendly technologies.
A comprehensive
stocktaking exercise will
identify the needs,
training will be provided
to the SME support
organizations and cluster
action plans will be
developed and
implemented.
A sustainable
competitiveness center
(or a network of centers)
will be established and
activated, providing
business advisory
services to the SMEs on
sustainable
competitiveness
Business models that
capitalize on JP’s
activities and objectives
will be promoted.
OUTPUT 1.1
An online Value Chain Management Platform (VCMP) activated by İTKİB and
utilized by T/A value chain actors
Value chain is a means of ensuring involment and participation of all stakeholders
including small producers, suppliers and big buyers alike. Therefore, facilitating
collaboration and networking between the value chain actors, operating in the different
nodes of the value chain, is contributing to the sustainable development of the sector as
a whole as well as providing better access of SME’s to various actors and stakeholders of
the value chain. In addition, available information regarding processes such as
marketing, CSR applications and decent work will support the competitiveness of the
SME’s located at pilot provinces. Thus the value chain will be operational by means of
introducing state-of-the-art and user-friendly technologies, by establishing a value chain
management platform which is managed by ITKIB during the JP and after. Sustainability
of the VCMP will be ensured by the ownership of ITKIB.
The tangible benefits of VCMP to SME’s are as follows:
a)
b)
c)
d)
e)
f)
P a g e | 13
SME’s (producers and suppliers) will have better access to buyers.
SME’s will have access to other SME’s in the T/A sector and other actors, such as ITKIB.
SME’s will have information about buyers, other SME’s and stakeholders.
SME’s will have information on CSR and clustering activities within the sector.
Speed of marketing will be increased.
Competitiveness will be increased.
Beta version of the VCMP has already been developed by ITKIB and CISCO, through a
partnership, forced by a UNDP project. However the Portal is not fully utilized yet. The
objective of the JP is to operationalize the VCMP (Output 1.1.1) and improve capacities
of the target groups (i.e. SMEs) to utilize the Portal (Output 1.1.2). The following table
lists the specific activities, against the programme outputs.
Table 4: JP Output 1.1, at a snapshot
1.1.1
Internet based VCMP platform is operational and
accessible
1.1.2
Capacity development strategy on ICT is
implemented
1.1.1.1
Develop a deployment plan
1.1.2.1
Identify training needs
1.1.1.2
Develop a business plan
1.1.2.2
Develop training programmes
1.1.1.3
Launch the VCMP
1.1.2.3
Deliver training programmes
1.1.1.4
Manage and maintain the VCMP
1.1.2.4
Develop an assessment report
The work, undertaken during the inception period revealed that the activities defined in
the original project document needs to be revised in accordance with the current state
of play. The original project document foresaw JP’s support mainly in the form of
software development; however meetings held between ITKIB and CISCO revealed that
such support from the JP is not expected. CISCO has indicated that the company will
make necessary software improvements. Thus the first activity of Output 1.1.1 has been
revised to development of a deployment plan (Annex 3).
The deployment plan will cast
light on the short-term actions
to be taken to operationalise
the VCMP
What was missing in the original document was a business plan for the portal. Thus, the
IR introduces development of a business plan as the second activity of Output 1.1.1. This
business plan is expected to cast light on the financial as well as operational
sustainability of the portal. The duties and responsibilities of ITKIB, the management
structure, outsourcing strategies should also be discussed in the business plan etc.
The Portal needs a business
plan, according to which it will
be launched, managed and
maintained.
The third activity under Output 1.1.1 concerns launch of the VCMP. This activity will be
implemented in accordance with the communications strategy, which shall be an
integrated part of the business plan (i.e. Activity 1.1.1.3).
Launch of the VCMP will be
supported with a
communications strategy.
The last activity under Output 1.1.1 will provide technical assistance to ITKIB for
management and maintenance of the portal, ensuring its smooth operationalisation and
management, and identifying bottlenecks to be remedied, as well as areas of
improvement.
Activities under Output 1.1.2 are self-explanatory and are kept intact with the exception
of a new activity (1.1.2.4) which aims at assessment of the training programmes with a
view to incorporate the findings into VCMP’s expansion strategy.
OUTPUT 1.2
The capacity of national SME support and advisory institutions in the field of
clustering and business linkage development is enhanced
The following table presents JP Output 1.2 at a snapshot, listing the specific activities,
against the programme outputs. The overall design of the Output 1.2 remains intact;
however, as explained below, has been improved by establishing concrete linkages with
other components of the JP.
P a g e | 14
Table 5: JP Output 1.2, at a snapshot
1.2.1
Needs assessment for the support in textile sector
1.2.2
Capacities of minimum 4 selected business support
institutions on business linkage development are
reinforced/developed
1.2.1.1 Undertake needs assessment
1.2.2.1 Adapt UNIDO training material
1.2.1.2 Organize focus group meetings
1.2.2.2 Organize 2 training courses
1.2.1.3 Prepare a set of recommendations
1.2.2.3 Formulate a diagnosis study
1.2.2.4 Formulate and validate cluster action plans
1.2.2.5 Support the implementation of CAPs
1.2.2.6 Formulate policy recommendations
Output 1.2.1 concerns identification of needs of the national/local SME support
institutions, along with development of a set of recommendations to strengthen their
roles in supporting clustering and networking.
The first activity under Output 1.2.1 concerns undertaking a needs assessment that will
take a snapshot of the textile clusters present in various parts of Turkey. Previous
initiatives related to Turkish textile clusters as well as the new ones shall be compiled
from the aspect of increasing the competitiveness of the Turkish textile industry. The
knowledge that will be accumulated via the current Joint Programme both in the field
and through collaboration with the stakeholders shall be reflected into this study. The
aim is to map the stakeholders, identify the strengths and weaknesses with the final
objective of assessing the needs of the textile sector in order to support the Turkish
textile sector.
The needs assessment will
provide a snapshot of the T/A
clusters in Turkey.
The second activity under Output 1.2.1 is a focus group meeting. All the members of the
value chain shall be invited to this interactive event where the findings of the activity
will be presented and feedback as well as suggestions willl be gathered. This will also be
used as another opportunity to present UNIDO Cluster Methodology to underline the
activities that have been carried out up to date and the expectations from the stakeholders to ensure sustainability of what has been implemented.
The focus group meeting will
validate the findings, and
provide the opportunity, inter
alia, to present UNIDO
approach
At the time of the event, there shall have been continuous and various activities carried
out related to cluster development in the pilot provinces. During the focus group
meeting; the progress of these activities shall be presented to the public and the
potential approaches for application of the pilot activities for the overall Turkish textile
sector will be discussed. Based upon the interest, concrete role and involvement of each
member of the value chain shall be identified.
Upon completion of activities 1.2.1.1 and 1.2.1.2; a clear picture of the Turkish textile
sector shall become available and the outputs will have been shared with the
stakeholders also having received their feedback and suggestions. Accordingly based on
these activities, it will be possible to prepare a set of recommendations in order to make
it available for the textile value chain. Related to the sequence of the linked activities
1.2.1.1 and 1.2.1.2, the set of recommendations will be finalized.
Recommendations will emerge
from a consultative and
participatory process
Output 1.2.2 will reinforce capacities of minimum 4 select business support institutions
on business linkage development.
As the first activity under Output 1.2.2, the existing UNIDO training material, which
combines UNIDO’s accumulated know-how, will be adapted to the national/local
context. The existing material shall be adapted to the local context in order to be used in
the training courses to be carried out,,.
Consecutively two training courses will be organized on UNIDO Cluster Development
and Export Consortia Methodology (Activity 1.2.2.2). Information shall be provided to
the stakeholders in order to identify and recruit the relevant participants prior to the
sessions. The essence of clustering shall be presented and the training programs will also
P a g e | 15
Adaptation of UNIDO training
material ensures capitalization
on UNIDO’s accumulated
know-how, as well as
producing a contextualized
tool.
be used as an opportunity to raise interest for the cluster development activities to be
carried out consequently. During the inception period, it is assessed that the 2 training
programs shall provide further benefit in case they are carried out in the target
provinces. As cluster development activities shall also be carried out in the target
provinces, it is deemed essential to carry out the training programs prior to the start of
these activities.
Activities 1.2.2.3, 1.2.2.4 and 1.2.2.4 concern formulation of a diagnosis study in the
target regions, development of cluster action plans (CAPs) and support for
implementation of the CAPs. The inception phase revealed that implementation of these
three activities, which are under the overall responsibility of the UNIDO should be
aligned strongly with activities under Output 1.3 (Sustainable Competiveness Centre –
SCC), which is under the overall responsibility of the UNDP. For instance, the findings of
the diagnostic studies should be incorporated into the design of the SCC. Secondly,
cluster agents should be able to leverage on SCC’s capacity to implement their cluster
action plans. UNIDO and UNDP have taken necessary measures to ensure full alignment
of their respective activities.
The diagnostic studies leverage on the survey (Annex 3, produced by UNIDO, and
contributed by ILO and UNDP, and involve in-depth interviews with stakeholders (e.g.
governorates, development agencies, universities, chambers etc.) and SMEs in the target
provinces (Activity 1.2.2.3). Upon completion of the diagnostic studies as well as the first
training Programme, Cluster Action Plans will be prepared through a participatory
process (Activity 1.2.2.4). The CAPs will demonstrate, among others, the activities which
will be supported by the JP (through Activity 1.2.2.5) and the activities to be
executed/funded by the local stakeholders. The action plans will bear practical
information and instructions focusing on increasing the competitiveness of the textile
clusters in the target provinces.
The needs assessment for SCC
(UNDP) has been incorporated
into the diagnostic studies
(UNIDO), ensuring greater
coherence and efficiency.
In order to support the implementation of cluster action plans (Activity 1.2.2.5), cluster
development agents, who are indispensable elements of any organized clustering
initiative, will be recruited and trained. The main function of the CDAs will be to
facilitate implementation of the CAPs; however both UNIDO and UNDP see benefit in
engaging them in other elements of the JP (i.e. establishment and operations of the SCC,
SME support scheme, VCMP etc.). In due course, CDAs costs may need to be shared by
UNDP and UNIDO.
CDAs will be instrumental in
implementation of the CAPs;
however they need to be
engaged in other elements of
the JP as well.
The final activity under Output 1.2.2 is formulation of policy recommendations (Activity
1.2.2.6). As a result of overall cluster development related activities carried out, a strong
basis for formulating policy recommendations will be established. The findings of all
cluster related outcomes shall be translated into policy recommendations in order to
further support development of the textile value chain.
OUTPUT 1.3
A Sustainable Competitiveness Centre (SCC) is established and activated
The original JP Document envisaged establishment and activation of an Innovation
Research and Advisory Centre (IRAC) that would support the T/A SMEs on matters
relating to innovation and research, business linkages, corporate social responsibility,
social and environmental conduct. Although innovation and research are critical
elements for enhancing competitiveness, the JP’s main objective is promoting
sustainable competitiveness. As such the name of the centre has been revised to
Sustainable Competitiveness Centre.
P a g e | 16
The centre should focus on
delivery of advisory services
on sustainable
competitiveness.
Another possibility that emerged during the inception phase is the notion of facilitating
establishment of a network of centrers, rather than a single centre in one of the target
regions of the JP. If such a network of centers can be established, they can be
instrumental in ensuring sustained impact of the JP outputs (i.e. implementation of
cluster actions plans, promotion of VCMP, dissemination of CSR-based management and
reporting tool, awareness-raising tools etc.).
The possibility of activation of
a network of centers rather
than a single center is to be
pursued for increased
outreach and impact.
The original project document was based on the assumption that the role of such a
center was clear, and accordingly defined the first activity under this output as
“Establishment of administrative infrastructure. Basis of collaboration will be founded by
signing a protocol with the university administration.”
The inception phase revealed that further thought and analyses should go into the
design of the SCC. First of all, Malatya is also home to a Business Centre (Malatya
ABIGEM), established within the scope of an EU-funded project (i.e. Expansion of EU
Business Centers Network). Malatya ABIGEM has been established to render business
development services to the SMEs. In due course, the JP should not duplicate previous
efforts and/or create any redundancy. Secondly, possible linkages and synergies
between ITKIB’s present capabilities should be analyzed. In light of the above
considerations, the specific activities under Output 1.3.1 have been revised.
It is to be noted that the specific activities concerning output 1.3.1 have been modified.
Such modifications were required to ensure that the SCC, once established becomes a
self-sustainable structure, responding to the needs of the SMEs.
A sustainable competitiveness center (or a network of centers) will be established and
activated, providing business advisory services to the SMEs of the pilot provinces, on
sustainable competitiveness. In order to avoid duplications and redundancies in advisory
services, a needs assessment study will be carried out which would identify the specific
needs of the textile sector for advisory services in pilot provinces. Combined with the
best practices in Turkey and abroad, a road map will be prepared for the establishment
of SCC, which will include management and business plans. For the sustainability of SCC
during and after the JP, active involvement of ITKIB, ownership of local chambers of
trade & industry and active participation of some other actors such as local universities
and clusters are foreseen. Management plan will set forward the management structure
and the financial plan of SCC.
The following table presents JP Output 1.3 at a snapshot, listing the specific activities,
against the programme outputs.
Table 6: JP Output 1.3, at a snapshot
1.3.1
Advisory services are provided for at least 25 companies by the SCC
1.3.1.1 Assess needs, and identify and evaluate good practices
1.3.1.2 Identify the management model and develop a business plan
1.3.1.3 Facilitate establishment of the Centre
1.3.1.4 Improve institutional capacity of the Centre
1.3.1.5 Deliver business development services to the SMEs
The first activity under Output 1.3.1 is geared towards assessment of needs and
identification and evaluation of good practices in this field. The needs assessment is to
be done in coordination with Activity 1.2.2.4 (i.e. diagnostic studies).
The second activity (1.3.1.2) concerns identification of the management model and
development of a business plan. Relevant structures (i.e. ITKIB DESTEK A.S, Malatya
ABIGEM etc.) shall be taken into consideration in order to learn from experience and
P a g e | 17
Complementarities with
existing SME support
structures should be sought
and redundancies should be
avoided.
avoid redundancies. One of the key elements of the business plan will be the
sustainability strategy of the Centre.
The third activity under Output 1.3.1 will facilitate establishment of the Centre. This
would include signature of protocol(s), if needed, between ITKIB and local stakeholders.
Malatya Inonu University seems to be the ideal local partner for this initiative, yet this
issue would become clearer upon completion of the first two activities within this
particular output. Establishment of the Centre may call for procurement of equipment
etc. for the Centre.
Activity 1.3.1.4 is geared towards improvement of the institutional capacity of the
Centre. It is anticipated that this activity will facilitate improving skills of the staff to
work at the SCC. However this activity may lend itself to actions towards establishment
of working relations with similar agencies and organizations. The business plan to be
developed for the Centre within the scope of Activity 1.3.1.2 will cast further light on
these issues.
The final activity (1.3.1.5), under this Output, concerns delivery of business development
services to the SMEs by the SCC. Ideally this activity will be executed in coordination
with CAPs to be produced under JP Output 1.2.
Activity 1.3.1.5 is planned to
be executed in tandem with
Activity 1.2.2.5 & Activity
1.4.1.3.
OUTPUT 1.4
Sustainable business models in the T/A industry, encouraged and achieved
(through a support scheme)
Business models from the pilot provinces which capitalize on JP’s activities and
objectives such as clustering, CSR applications and improved competitiveness by utilizing
CSR principals will be promoted and supported through a support scheme
The following table presents JP Output 1.4 at a snapshot, listing the specific activities,
against the programme outputs.
Table 7: JP Output 1.4, at a snapshot
1.4.1
Support scheme is implemented
1.4.1.1
Design the support scheme and prepare guidelines
1.4.1.2
Identify beneficiaries
1.4.1.3
Implementation (by beneficiaries)
1.4.1.4
Monitor implementation (by the SCC/CDAs)
1.4.1.5
Disseminate results
The work carried out during the inception phase revealed that the support scheme
should be designed and implemented in a “focused” manner to ensure maximization of
expected impact. First of all, the support scheme should be integrated with other
elements of the JP, particularly with the CAPs. Secondly, the support scheme should not
create any redundancy with the grant schemes, executed by the development agencies.
On the contrary, the support scheme of the JP should leverage on the already existing
support schemes (i.e. KOSGEB, UFT and the Development Agencies etc.). It has also
been observed that the support scheme might incentivize increased commitment of the
SMEs in engaging in the implementation of the CAPs and registration to the VCMP.
In light of the above considerations, which emerged during the inception phase, the
activities under Output 1.4.1 have been reformulated. Activity 1.4.1.1 will design the
support scheme after sufficient progress has been achieved with regard to (a) activation
of the SCC, (b) development of the CAPs, and (c) deployment of the VCMP. The
remaining activities under this particular output are self-explanatory; however the
following explanations would cast light on important details.
P a g e | 18
The support scheme will be
designed to facilitate
achievement of JP outputs;
otherwise it will be “just
another support scheme”,
impact of which will be
diluted.
First of all, the support will be extended under the overarching principles of good
governance, ensuring transparency, accountability and fairness. Priority may be given to
the initiatives that possess the potential to have multiplier effects and to contribute to
the sustained impact of the JP.
Implementation (Activity 1.4.1.3) will be responsibility of the beneficiaries; however the
implementation will be monitored (Activity 1.4.1.4) both by the JP staff, and by the CDAs
where applicable.
The final activity under this Output concerns dissemination, and hence will be made an
integral part of the JP’s overall communication strategy and will be implemented in
conjunction with other JP activities that are geared towards communicating the results
of the JP.
P a g e | 19
OUTCOME 2
CSR principles (including sustainable development, gender equality) are integrated into
the business processes and practices of the Turkish SME’s in textile sector for increased
competitiveness.
Since CSR is an all-compassing term that covers all elements of sustainability, social
conduct and environment with increased awareness on climate change and energy
efficiency, a slight revision has been introduced to the wording of the outcome without
changing its overall philosophy. Although this is a minor revision, it has critical
importance in terms communicating the objectives of the JP in a consistent manner.
As the following table depicts the improved design Outcome 2 builds stronger synergies
between the corresponding outcomes, and includes interventions at micro-, meso- and
macro-level.
Table 8: JP Outcome 2, at a snapshot
Output #
Output 2.1.
Output 2.2
Output 2.3
Output 2.4.
Output
Description
(what)
An assessment report on
CSR in Turkish T/A
industry produced.
An overall awarenessraising strategy
developed, and
enterprise-level
awareness building tools
produced and deployed
A CSR advocacy strategy,
complemented with CSRbased management and
reporting tools and
improved institutional
capacities
A national sustainable
and responsible
competitiveness agenda
for the T/A industry
created
Rationale
(why)
The current situation
needs to be analyzed in
order to identify the
needs of the Turkish T/A
industry in terms of CSR
enhancement.
Awareness-raising is one
of the key elements of
enhancing CSR within
the T/A industry.
A sustainable CSR
enhancement agenda
can be pursued, if the
promoters of CSR
possess an advocacy
strategy.
The T/A industry should
have an agenda to
pursue sustainable and
responsible
competitiveness at the
national level, owned
and supported by policymaking institutions as
well as SME support
agencies
Strategy
(how)
Primary and secondary
research will identify the
level of awareness of
CSR, the needs of the
industry as well as the
needs of the SME
support agencies.
The JP aims at improving
local capacities and
producing awarenessraising tools.
The JP will increase the
capacities of the SME
support agencies and
provide them with tools
to promote corporate
social responsibility at
micro-, meso- and
macro-levels.
The JP will facilitate
implementation of a
targeted advocacy
campaign to create and
pursue a sustainable and
responsible
competitiveness agenda
for the T/A industry.
As the preceding table suggests the output statements have been reworded without
compromising on or diverging from the objectives of the outputs, listed in the original JP
Document. The present formulation provides the JP with the opportunity to deliver
clearer messages to the target groups. For instance, output 2.1 in the original JP
Document had a specific and somewhat discounting emphasis on assessment of
“awareness”. Although assessment of awareness is a critical factor, and is still within the
scope of the Output 2.1, a CSR enhancement agenda cannot be pursued by focusing
merely on awareness.
OUTPUT 2.1
An assessment report on Corporate Social Responsibility in Turkish T/A industry is
produced and shared with the relevant Turkish authorities and institutions for validation.
The activities under Output 2.1 will produce an assessment report on the state of CSR in
the Turkish T/A industry, and culminate in validation of the assessments by relevant
P a g e | 20
Turkish authorities and institutions. The validated assessment report will be basis, on
which Output 2.2 (i.e. awareness-raising) will be built. Output 2.1 will be generated as a
joint activity of the all partaking UN agencies.
Table 9: JP Output 2.1, at a snapshot
2.1.1.
Assessment of contribution to
the MDGs by the Turkish T/A
industry
2.1.2.
Assessment of social conduct
and gender in the T/A
industry
2.1.3
Assessment of environmental
conduct in the T/A industry
2.1.1.1
Conduct research on
contribution to the MDGs by
the Turkish T/A industry
2.1.2.1
Conduct research on social
conduct and gender
2.1.3.1
Conduct research survey on
environmental conduct
2.1.2.2
Complete situation analyses
SD and MDGs
Complete situation analyses
on social conduct
2.1.3.2
2.1.1.2
Complete situation analyses
on environmental conduct
2.1.2.3
Produce five business models
as case studies
Complete situation analyses
on gender
2.1.3.3
2.1.1.3
Contribute to five business
models
2.1.2.4
Validate, publish and
disseminate the assessment
report
Contribute to five business
models
2.1.3.4
2.1.1.4
2.1.2.5
Validate, design and
disseminate the assessment
report
Validate, design and
disseminate the assessment
report
Output 2.1.1 (UNDP/ITKIB), Output 2.1.2 (ILO) and Output 2.1.3 (UNIDO) will collectively
form a single assessment report (JP Output 2.1). The following table demonstrates
anticipated scope of the report and division of labour between the UN Agencies.
Table 10: Anticipated scope of Output 2.1 and division of labour for its generation
Select Sections of the Report
Anticipated Scope of the Section
Anticipated Roles of UN Agencies
Turkish T/A industry and MDGs (with
emphasis on MDG1, MDG3 & MDG8)
Assessment of contribution to and
awareness on sustainable development
and MDGs within the corporate and
public sector, and civil society
organizations.
UNDP/ITKIB has the primary
responsibility on MDG1 & MDG8; ILO
has the primary responsibility on MDG3.
Social Conduct within the Turkish T/A
industry
Assessment of Social Conduct within the
Turkish T/A industry, identifying
strengths and weaknesses
ILO has the primary responsibility; other
UN agencies will review and contribute
to ensure coherence with other
sections.
Environmental Conduct within Turkish
/TA industry (MDG7)
Assessment of environmental conduct
within the Turkish T/A industry,
identifying strengths and weaknesses
UNIDO has the primary responsibility;
other UN agencies will review and
contribute to ensure coherence with
other sections.
Five business models (case studies)
Presentation of five business models
(case studies) as role models to the
Turkish T/A SMEs.
UNDP/ITKIB has the primary
responsibility; other UN agencies will
review and provide substantive
contribution to ensure coherence with
other sections.
Micro-, meso- and macro-level
conclusions and recommendations
Presentation of findings of the
assessments and the recommendations,
forming the basis for formulation of the
CSR strategy
UNDP/ITKIB has the primary
responsibility; other UN agencies will
review and provide substantive
contribution to ensure coherence with
other sections.
There are four modifications in the way the activities are designed. First of all, in the
original JP Document, all partaking UN Agencies were planned to have a specific activity
on “gender” analyses, and another specific activity for developing “five business models
(as case studies)”. However UN Agencies agreed that ILO take the lead on gender
analyses, with the two other UN Agencies contributing to development of this section. A
similar arrangement has been made for the development of five business models, for
which UNDP will take the lead, with the two other UN Agencies contributing to
development of this section.
P a g e | 21
Secondly, the original JP document proposed a survey approach for analyses. However
the studies, carried out during the inception phase, demonstrated that a more
comprehensive approach covering primary research (e.g. surveys etc.) as well as
secondary research (e.g. desk reviews etc.) will be needed.
Thirdly, the present design of the activities includes a “validation” element, which is
needed before the finalization of the assessment report to ensure stakeholder
ownership.
Last but not the least, the scope of the analyses in the original JP Document was
restricted to “assessment of level of awareness”. Although assessment of awareness is a
critical element, it is not sufficient to provide a sound basis for a complete situation
analysis. Accordingly, the scope of the analyses has been expanded to cover other
critical elements, such as needs assessments etc.
The new design of the
activities provides a clearer
division of labour without
compromising on the
synergies between UN
agencies’ experiences.
The scope and methods of
analysis and validation have
been expanded to develop a
more comprehensive
assessment.
The studies to be conducted for preparation of the report will start with primary and
secondary research, covering 10 large national and transnational companies, 100 SMEs
and at least 10 relevant business organizations. Partaking UN agencies will collaborate
by organizing workshops in the target regions, through which 100 SMEs and 10 relevant
business organizations will be reached. These workshops will facilitate the surveying
process. Due to the specific nature of the assessment on environmental conduct, UNIDO
may conduct on-site analyses as well1. The expert team(s) will also survey 10
transnational companies (Activity 2.1.1.1, Activity 2.1.2.1, and Activity 2.1.3.1).
The expert teams to be mobilized will complete the situation analyses (Activity 2.1.1.2,
Activity 2.1.2.2, and Activity 2.1.3.2) together so that the different sections of the report
complement each other. Presentation of the five business models will mainly be
responsibility of UNDP/ITKIB, however with inputs from UNIDO and ILO (Activity 2.1.1.3,
Activity 2.1.2.3 and Activity 2.1.3.3).
UNDP/ITKIB will validate and publish the final report, and all partaking UN agencies will
contribute to its design and dissemination.
It should be noted that the original JP Document foresaw surveying 20 transnational and
200 SMEs; however the analyses carried out during the inception phase revealed that
surveying 10 transnational and 100 SMEs would suffice both qualitatively and
quantitatively in order to assess the level of awareness. The revised approach for
conducting the assessment pays due consideration to quantitative aspects of analyses;
however aims mainly at leveraging on in-depth qualitative analyses.
OUTPUT 2.2
An overall awareness-raising strategy developed, and enterprise-level awareness
building tools produced and deployed
Based on the findings of Output 2.1, Output 2.2 aims at development and deployment of
an overall awareness-raising strategy, and awareness-raising tool(s) that can be used at
the enterprise-level.
As the revised output statement implies, Output 2.2 will initially generate an overall
awareness-raising strategy that targets micro-, meso- and macro-level stakeholders. The
JP will facilitate implementation of the three-pronged strategy within Output 2.2 at the
enterprise-level and within Output 2.4 at the meso- and macro-level.
1
The JP indentifies level of
awareness as a key concern, as
such attacks this issue at
micro-, meso- and macrolevels.
Gate to gate approach shall be adopted while carrying out the survey in the companies. That is to say the first gate shall be considered as the
boundary for the inputs and the second gate shall be considered as the boundary for the outputs. The resources (materials, energy and water)
that are purchased, the resources that are generated or collected on the site and the outputs (waste, waste water, air emissions, and products
or services) from the operations shall be included and assessed.
P a g e | 22
The original JP Document foresaw “classroom” training as the only means of building
awareness; however the analyses and consultations carried out during the inception
phase revealed that different possibilities should be taken into account in order to
produce a realistic, sustainable and scalable strategy.
Classroom training approach
will work in certain settings;
however should be backed up
with more scalable and
sustainable solutions.
Although classroom training approach may work in certain settings and for reaching
certain objectives, it has been observed that reaching thousands of employees through
conventional “classroom” training programmes is not a “realistic” scenario, for most of
the employers would be reluctant to send their employees to full-day training
programmes. Secondly, scalability and sustainability of conventional training approaches
are also questionable. A review of international good practices in this particular field
demonstrated that similar awareness building strategies leverage more and more ICT
technologies (e.g. animated short movies etc.)
A third finding of the inception phase was the possible interest of global buyers (e.g.
global brands, retailers etc.) in contributing to development and implementation of
awareness building strategies on sustainability in general, and social and specifically
environmental conduct, where aspects of climate change and energy efficiency are also
elaborated .
Inclusion of the global buyers
into the implementation of
the awareness-raising strategy
will strengthen the prospects
of impact, especially at the
SME-level.
In light of the above considerations, the specific activities under Output 2.2 have been
revised, as demonstrated in the following table.
Table 11: JP Output 2.2, at a snapshot
2.2.1.
Awareness building strategy
on gender-sensitive SD and
MDGs implemented
2.2.2.
Awareness building strategy
on social conduct
implemented
2.2.3
2.2.1.1
Develop overall awareness
building strategy in
cooperation w/ UNIDO &ILO
2.2.2.1
2.2.1.2
Develop awareness building
tools on sustainable
development
Contribute to development of
overall awareness building
strategy through training
activities.
2.2.3.1. Contribute to development of
overall awareness building
strategy through training
activities.
2.2.2.2
Develop awareness building
tools on social conduct and
gender through training
activities.
2.2.3.2
Develop awareness building
tools on environmental
conduct through training
activities.
2.2.2.3
Contribute to implementation
of the awareness building
strategy through training
activities.
2.2.3.3
Contribute to implementation
of the awareness building
strategy through training
activities.
2.2.1.3
Implement the awareness
building strategy
Partaking UN agencies will jointly develop an overall awareness building strategy
(Activity 2.2.1.1, Activity 2.2.2.1, and Activity 2.2.3.1).The strategy should demonstrate
the means, through which awareness of the target groups i.e. the employers and
workers can be improved. Some elements of the strategy such as training activities for
trainees and trainers will be implemented within the scope of the JP; however certain
elements of the strategy will need to be implemented by ITKIB through means other
than the JP. The strategy should account for employers and workers employees as
related yet different target groups. As such, the means, through which their awareness
can be built or improved, may be different. The strategy development process should be
inclusive and participatory process, including public organizations, civil society
organizations, buyers, sellers, trade unions and employer’s organisations. .
UNDP/ITKIB will take the overall responsibility for development of the awareness
building tools, with UNIDO and ILO contributing to the development of these tools by
providing substantive inputs (Activity 2.2.1.2, Activity 2.2.2.2, and Activity 2.2.3.2).
UNDP/ITKIB will also take the overall responsibility for implementation of the awareness
building strategy, with UNIDO and ILO contributing to the implementation of these tools
P a g e | 23
Awareness building strategy
on environmental
conductand productivity
implemented
by providing substantive inputs (Activity 2.2.1.3, Activity 2.2.2.3, and Activity 2.2.3.3).
ILO’s responsibility with respect to implementation of the strategy includes provision of
training of the JP staff on CSR and international labour standards and training of trainers
services. Throughout the CSR awareness building activities of JP 15 people from core
project staff and at least 15 trainers are to be trained in addition to the target group of
750 workers and managers and 10 people from related organizations.
OUTPUT 2.3
A CSR advocacy strategy, complemented with CSR-based management and reporting
tools and improved institutional capacities
Output 2.3 is designed to generate impact not only at micro-level but also at the mesolevel. Output 2.3.1 is micro-level intervention that seeks to provide the T/A SMEs with
CSR-based management and reporting tools. Output 2.3.2 is a meso-level intervention
that aims at contributing to the capacity of ITKIB for advocating for an ambitious CSR
enhancement agenda within the T/A industry. Finally, output 2.3.3 is also a meso-level
intervention that will improve capacities of select SME support and advisory
organizations.
In light of the above considerations, the specific activities under Output 2.3 have been
revised, as demonstrated in the following table.
Table 12: JP Output 2.3, at a snapshot
2.3.1.
A CSR-based management
and reporting tool for Turkish
T/A SMEs, produced
2.3.2.
A CSR advocacy strategy,
produced for ITKIB
2.3.3
Capacities of select SME
support and advisory
organizations on CSR
improved
2.3.1.1
Organize expert group
meeting
2.3.2.1
2.3.3.1
2.3.1.2
Deliver focus group meetings
Compile outcomes of Output
2.1, Output 2.2, & Output
2.3.1
Train 20 persons from select
SME support and advisory
organizations
2.3.1.3
Produce CSR-based
management and reporting
tool
2.3.2.2
Develop CSR advocacy
strategy for ITKIB
2.3.1.4
Pilot the CSR-based
management and reporting
tool on 5 SMEs , training and
counseling on CSR
Output 2.3.1 will produce a CSR-based management and reporting tool for Turkish T/A
SMEs. This will be achieved by contextualization of UNIDO’s existing tools through
Activity 2.3.1.1, Activity 2.3.1.2 and Activity 2.3.1.3. Finally, Activity 2.3.1.4 will pilot the
CSR-based management and reporting tool on 5 SMEs in combination with training and
counseling on CSR.
Output 2.3.2 will culminate in a CSR advocacy strategy to be produced mainly for ITKIB.
Development of this particular strategy will leverage on the outcomes of Output 2.1,
Output 2.2, & Output 2.3.1 (Activity 2.3.2.1).
Output 2.3.3 is a single-activity-output, through which the JP will train 20 experts from
SME support and advisory organizations on CSR.
OUTPUT 2.4
A national sustainable and responsible competitiveness agenda for the T/A
industry created
P a g e | 24
Output 2.4 builds on the Advocacy Strategy to be produced within Output 2.3, and will
thus facilitate creation of a nation-wide agenda on sustainable and responsible
competitiveness.
The notion of “sustainable and responsible competitiveness” brings together concerns
related to sustainable development, MDG achievement and CSR enhancement, and
makes these critical elements attractive especially to the T/A SMEs by making a special
emphasis on competitiveness. In terms of communication the term “Agenda” is much
more powerful than “Strategy”, for it implies collective action towards a common goal.
In light of the above considerations, the specific activities under Output 2.4 have been
revised, as demonstrated in the following table.
Table 13: JP Output 2.4, at a snapshot
2.4.1.
National awareness on SD,
MDGs and CSR improved
2.4.2.
A policy note on SD, MDGs
and CSR produced
2.4.3.
Establish and implement an
M&E system
2.4.1.1. Design an awareness-raising
campaign
2.4.2.1
Develop a policy note based
on lessons to be learned
during execution of the JP
2.4.3.1
Establish an M&E system to be
used during the execution of
the JP
2.4.2.2. Deliver awareness-raising
events
2.4.2.2
Present the policy note to
relevant authorities
2.4.3.2
Transfer the M&E system to
ITKIB for utilization after the
completion of the JP
The first under Output 2.4 concerns design and implementation of an awareness-raising
campaign at the national level. Activities under Output 2.4.1 will leverage on the
guidance of the advocacy note to be produced under Output 2.3 and the communication
and outreach strategy of the JP.
Output 2.4.2 will include activities towards development of a policy note, which will be
one of the interventions of the JP at the macro-level. This policy note will be produced
by taking all the lessons to be learned during execution of the JP and will reflected
combined know-how of all partaking UN Agencies and ITKIB.
Policy note will be an
intervention at the macrolevel.
Finally, Output 2.4.3 will produce an M&E system, which will initially be utilized within
the scope of the JP (Activity 2.4.3.1), and then transferred to ITKIB for utilization after
the completion of the JP (Activity 2.4.3.2).
M&E system is envisaged to be
utilized even after completion
of the JP.
P a g e | 25
CONCLUSIONS AND RECOMMENDATIONS
CONCLUSIONS
The work carried out during the inception phase revealed several opportunities,
exploitation of which would enable the JP to have a higher and longer-lasting impact on
accelerating Turkey’s already mature efforts towards achievement of the MDGs.
Despite some delay, experience during the inception phase, the scope and results
framework of the JP is feasible and has the potential to achieve development results.
The joint work plan, presented in the IR, articulates what the expected results are,
framed within realistic timelines and the proposed division of labour by activity between
the implementing partners.
The scope and results
framework of the JP is feasible
and has the potential to
achieve development results.
The IR gives further clarity to the areas of intervention and beneficiaries (right-holders)
and includes measures to ensure implementation of the joint programme in close
cooperation with the right-holders. This is mainly achieved by applying UNIDO’s
systematic multiple-level approach for CSR enhancement, and mapping the stakeholders
against the multiple-level interventions that the JP will introduce.
Further clarity is brought forth
with regard to the
intervention of the JP and
beneficiaries’ involvement in
the JP.
The IR reaffirms national leadership and ownership of the JP’s interventions. The
linkages between the JP and overarching national policies (e.g. national TAL strategy,
Ninth Development Plan, clustering etc.) have been clearly articulated in the IR. The IR
also provides room for better alignment of the capacities to be established within the JP
with the already existing capacities in Turkey.
The IR reaffirms national
leadership and ownership of
the JP’s interventions.
The inception phase was instrumental in identification of administrative and processes
challenges. Such challenges applied mostly to the value chain management portal
(VCMP) and Sustainable Competitiveness Centre (previously named Innovation Research
and Advisory Centre). The IR proposes measures in the form of reformulated to activities
to remedy the situation.
Administrative and processes
challenges have been
identified and remedied.
The inception phase identified several external risks, and developed and put into place
corresponding risk mitigation measures. One of the measures that have an impact on
many external risks is the better alignment of JP activities towards common goals.
Risk mitigation strategies have
been developed.
The inception phase also identified new partnership opportunities (e.g. development
agencies, and ongoing projects and programmes). Such opportunities have been
reflected in the JP’s sustainability strategy. The JP’s sustainability strategy has been
further strengthened with measures towards development of scalable and replicable
tools.
A stronger sustainability
strategy leverages on new
partnerships that improve
scalability and replicability of
the JP’s intervention.
RECOMMENDATIONS
The IR recommends stronger alignment between the JP and the existing structures in
Turkey. JP’s outputs will have a higher likelihood of sustainability and impact, if they
complement the existing structures in a feasible manner. This recommendation applies
especially for the Sustainable Competitiveness Centre (SCC) to be established within the
scope of the JP. Establishment of a redundant and unsustainable structure is worse than
doing nothing in this field. As such, JP should embark upon establishment of such a
centre once all partaking UN agencies and ITKIB are fully convinced of uniqueness of its
value proposition, value-added to the T/A industry, and, last but not the least, its selfsustainability. In relation to the SCC, the feasibility and viability of a network of SCCs,
instead of a single centre should be investigated. The benefit of a network of SCCs is the
greater outreach and thus the potential for higher impact.
P a g e | 26
The IR recommends stronger
alignment between the JP and
the existing structures in
Turkey.
With respect to the support scheme to be implemented within the scope of the JP, a
more visionary and sustainable approach is needed. The IR provides sufficient room of
maneuver for utilizing the support scheme to achieve the outputs of the JP. However
work in this area should also include consultations with the UFT, development agencies
and KOSGEB. All these three agencies extend state aids (e.g. grants etc.) to foster
competitiveness of the SMEs in Turkey. Inclusion of CSR-based support schemes into the
state aids would be a significant achievement of the JP.
Inclusion of CSR-based support
schemes into the state aids
would be a significant
achievement of the JP.
ITKIB is headquartered in Istanbul but has members from across the country. ITKIB shall
consider the clustering programmes to be implemented under the JP as pilot initiatives
that can be replicated in other regions as well. Accordingly, ITKIB is encouraged to
continue to remain heavily committed to such regional actions. There is nothing that
would prevent ITKIB from establishing organic linkages between its already established
structures and the cluster development initiatives to be in the less developed regions of
Turkey.
ITKIB’s continued commitment
to and ownership of the JP
outputs is the strongest
assurance of JP’s
sustainability.
As an exit strategy, outcomes and outputs of the JP will be anchored at various
institutions at mezzo level and strategic documents at macro level. Sustainability will be
ensured by the exit strategy.
a)
b)
CSR report (output 2.3) is for the prepared for the entire textile sector of Turkey. This report will be the first and
the only one prepared for T/A sector. It will be owned and distributed by ITKIB.
CSR report will have the potential of making substantial contributions to the “New Textile Strategy of Turkey”,
prepared by a number of public institutions under the chairmanship of MOIT.
c)
At mezzo level, training of trainers programme on CSR, labour standards and sustainable competitiveness as an
activity that will be carried out. The aim of this programme is not just to provide training techniques to trainers
who will undertake workers’ and employers’ training in project provinces but also to develop technical capacity
of local institutions on CSR, labour standards and sustainable competitiveness. To this end, experts from
chambers of trade and industry, organized industrial zones and representative of trade unions & employers’
organization from project provinces will be invited to take part in the TOT programme and be encouraged to use
their knowledge by providing advisory services to SMEs and local institutions when it is necessary.
d)
Advocacy Strategy which will be produced with an aim to facilitate creation of nation-wide agenda on
sustainable and responsible competitiveness.
VCMP will be under the ownership of ITKIB.
Involvement of local chambers of trade and industry in clustering activities for the continuity of “cluster
development agents” should be ensured as a part of the exit strategy.
Management plan for SCC will clearly explain what is needed for the sustainability of this center (or network) as
a part of the exit strategy.
e)
f)
g)
The coordination, nurtured among the partaking UN Agencies during the inception
phase, should continue. A clear division of labour is a key success factor, yet ensuring
synergies between the activities of UN Agencies will add more value to the JP. The IR
demonstrates some measures, introduced by the UN agencies towards this particular
objective, and welcomes the linkages established between the JP and the ongoing
programmes and projects of partaking UN Agencies.
Based on the above conclusions and considerations, the IR recommends that the
implementation period of the JP be extended until end of 2012. Upon endorsement of
the IR by the MDG-Fund Secretariat, a no-cost-extension request will be filed by
following the standard procedures.
P a g e | 27
Ensuring synergies between
the activities of UN Agencies
will add more value to the JP
ANNEX 1: INCEPTION PHASE
Minutes of Meetings for the key meetings, workshops and conferences can be found below.
MDG-F - 2067: Harnessing Sustainable Linkages for SMEs in Turkey’s Textile Sector Joint Programme
Minutes of Programme Management Committee Meeting
Date & Time
16.03.2011 and 14.00-18.00
Venue
İTKİB –İSTANBUL
Meeting Type
Minutes of Programme Management Committee Meeting
Participants
Name
Organization
Title
Ulrika RICHARDSON GOLINSKI
UNDP -Turkey
Permanent Representative of UNDP -Turkey
Gülay ASLANTEPE
ILO- Turkey
Director of ILO Turkey Office
Süleyman YILMAZ
UNIDO- Turkey
Director of UNIDO Turkey Office
Halide ÇAYLAN
UN- Turkey
UN Turkey
Bilal BOZDEMİR
Governate Office
Deputy Governor of Malatya
İnci ATAÇ RÖSCH
İTKİB
JPM
Erbil CİHANGİR
İTKİB
Representative
Damla TASKIN
UNIDO- Turkey
Joint Programme Coordinator for UNIDO
Özge BERBER AĞTAŞ
ILO - Turkey
Joint Programme Coordinator for ILO
Murat GÜRSOY
UNDP –Turkey
Expert
Vedat KUNT
UNIDO- Turkey
Expert
Nuran TOPAL ASİLBAY
İTKİB-JP
JP- Local Officer
Işıl ALKAN
İTKİB-JP
JP- Administrative Officer
Özlem GÜNEŞ
İTKİB-JP
Representative
Esin AÇIKGÖZ
UFT
Representative
Canan KANİ
MoLSS
Representative
Midhat YÜZEROĞLU
RDA- Malatya
Representative
Hürol KARLI
UFT
Representative
Emrah ÖNGÜT
SPO
Representative
İbrahim ÖZKAYA
MoIT
Representative
Embassy of Spain (invited but did not attend)
Agenda Items
#
Description
Owner
1
Evaluation of last version of IR
MG
2
JP activities in the first quarter of 2011 outlined
JPM
3
Outlining future activities
JPM
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4
Exchange of ideas and recommendations
5
Discussions/Conclusions
1 Adoption of the Agenda
Discussions
The objective and agenda of the meeting were outlined by Ms. Ulrika Richardson-Golinski.
Conclusions
The agenda was adopted by the JPC.
Action Items
Description
Responsible Party
Deadline
-
-
-
-
2 Presentations
Discussions
a.
Introduction
The meeting has been chaired by Ms GOLINSKI. She briefly outlined the agenda items of the meeting. Importance of
the IR’s approval by the MDG-F Secretariat has been emphasised. Hence, some alterations had to be made to the IR
in order to illustrate that the programme would contribute towards achieving Millennium Development Goals. In
this sense, Ms Golinski emphasised the importance of the feedback that will be provided by the PMC members and
also requested swift feedback from the PMC members. In that, the revised version of the IR aimed to illustrate the
tangible impact of the JP.
b.
Presentation of the changes made to the IR by Murat GÜRSOY
The presentation focused on the revision made to the IR with respect to the original JP document. In that, the new
version of the IR explicitly makes reference to the MDGs that the programme aims to achieve. In this sense MDG1
(poverty), MDG3 (gender) and MDG7 (environment.) have been stressed more in the IR as the goals of the JP. Ms.
Richardson – GOLINSKI stated that the revisions have been made in the Inception Report in order to continue the
effectiveness of the programme. She also pointed out that linkages between the outputs and activities have been
strengthened between the outputs and activities.
The other important aspect of the IR as explained is the intersection of the programme with the “National Textile
Strategy”. Another emphasis the presentation made has been the methodology that the programme will employ. In
that, within the three dimensions (i.e. economic, social and environment) that the programme aims to impact, three
levels of scale has been identified; micro level, meso level and macro level. Within this framework the interrelation
of the outputs and outcomes have been presented to have more concrete impact on the three dimensions.
Presentation also highlighted the revised aspects of the IR that would serve as a tangible outcome ensuring
sustainability of the JP. The original document intended to establish an Innovation, Research and Advisory Centre
(IRAC) in one of the universities of the four provinces. Whereas now, it has been put forward that sustainability
entails realistic approach hence, changing IRAC to establishing a Sustainable Competitiveness Centre (SCC). After the
JP ends this centre will continue to support the textile SMEs in the region. Also the importance of cluster
development in the region explained and to some extent shifting the emphasis from Value Chain Management
Portal (VCMP) to Cluster Development as an aspect for sustainability. Overall, the new IR version gives more
emphasis to the micro, meso and macro interventions with respect to economic, social and environmental
dimensions.
Upon the question of the representative of the Fırat Development Agency related to cooperation with current donor
funded projects, Mr. Gursoy pointed out that active cooperation is definitely envisaged and a specific section is
present in the IR related to the projects for potential cooperation. The linkages between the outputs to be
strengthened had been emphasised. Skill improvement that will be available for the region after the programme,
serving as a pilot for other provinces, development of sustainability tools such as SCC and VCMP as well as cluster
development were explained as key outcomes of the JP, illustrated in the new version of IR.
Ms. ÇAYLAN also pointed out that sustainability of the programme carried great importance for the United Nations
and it is crucial that cooperation is achieved between all Turkish MDG-F programmes. Therefore it is decided that
further efforts will be made in this respect and cooperation will be ensured.
c.
Presentation of the Quarterly Work Plan by İnci Ataç- RÖSCH
The activities that took place in the first quarter of 2011 and the activities that will take place in the second quarter
of 2011 were outlined. The activities are carried out by the collaboration of the UN Agencies. In the first quarter
UNIDO undertook a field study, where firms and institutions are visited in the four provinces and subsequently
conducting a focus group meetings. At the end of the March a report based on this field study will be produced by
UNIDO. Based on this report, the subsequent activities in the four provinces will be shaped. In the second quarter of
2011, there will be questionnaire and workshop activities on gender, environment and CSR. Based on the findings
each agency will produce a report on Situation analysis related to their fields. These reports and results from best
practice review will determine the type of SCC to be formed in the next three months. On the other side, trainers for
the activities will be identified. During April and May 2011, Local Coordination and Project Management meetings
will take place in the four provinces together with workshops specific to programme activities.
P a g e |2
d. Inputs and Recommendations by the PMC Members
It was raised that, national clustering strategy that is being worked on is important to form a network in order to
form synergy as well as to avoid duplications of activities in the provinces. Level of participation in the provinces is
discussed and the ways to attract them. Deputy Governor of Malatya, Bilal BOZDEMIR indicated that they will
support the project in gaining participation. Statistical information has been provided implicating that textile is an
important employment generating sector for Malatya. In empirical terms the Deputy Governor provided that
Malatya has 132 textile firms employing 10,740 people as registered workforce. It has also been raised that the
Regional Development Agencies to be more inclusive in the programme. It has also been recommended to involve
local ISKUR in the training programmes as well as the Department of Education to alter the syllabus of vocational
training programmes to include, gender, decent work issues and environment. In this way it would have a greater
impact. Another important point raised is that, the JP expected to develop a linkage with other Joint Programmes. A
guidance handbook is suggested would shed a light and contribute towards sustainability.
Action Items
Description
Responsible Party
Deadline
3
Conclusions
Action Items
Based on the presentations and discussions the preliminary findings of the inception conference can be summarized as
below:

There was agreement on the revised version IR to be sent to all members of the PCM.

Final feedback/ comments from the PMC members about the IR should be returned within a week with theirr final
approval

Representatives from the Regional Development Agencies and Governates of the four provinces is to be invited to
the PMC Meetings

Synergy formation with other MDGF Joint Programmes

All reports produced by the Joint Programme to be shared by the PCM members

Next PMC meeting agreed to be organised in the second half of June 2011.

The revisions made in the IR are all agreed by the PMC members
Description
Responsible Party
Deadline
Attachments
Description
Participation List
P a g e |3
# of Pages
MDG-F - 2067: Harnessing Sustainable Linkages for SMEs in Turkey’s Textile Sector Joint Programme
Minutes of Programme Management Committee Meeting
Date & Time
07.12.2010 at 13.00 to 16.00
Venue
ILO MEETING ROOM - ANKARA
Meeting Type
MDG-F - 2067: Harnessing Sustainable Linkages for SMEs in Turkey’s Textile Sector Joint Programme
PROGRAMME MANAGEMENT COMITTEE MEEETING
Participants
Name
Organization
Title
Ulrika RICHARDSON GOLINSKI
UNDP -Turkey
Permanent Representative of UNDP -Turkey
Gülay ASLANTEPE
ILO- Turkey
Director of ILO Turkey Office
Süleyman YILMAZ
UNIDO- Turkey
Director of UNIDO Turkey Office
Jale TUNCEL
İTKİB
Member of Board of Directors
İnci ATAÇ RÖSCH
İTKİB
JPM
Damla TASKIN
UNIDO- Turkey
Joint Programme Coordinator for UNIDO
Manuela BOESEULOFER
UNIDO –Vienna
UNIDO- Expert
Semiha VAROL
UNDP -Turkey
Expert
Özge BERBER AĞTAŞ
ILO - Turkey
Joint Programme Coordinator for ILO
Murat GÜRSOY
UNDP –Turkey
Expert
Vedat KUNT
UNIDO- Turkey
Expert
Nuran TOPAL ASİLBAY
İTKİB-JP
JP- Local Officer
Işıl ALKAN
İTKİB-JP
JP- Administrative Officer
Çetin DUMAN
İTKİB-JP
JP- Financial Officer
Esin AÇIKGÖZ
UFT
Representative
Funda DEMİREL
UFT
Representative
Serdar EKİNCİ
MoLSS
Representative
Emrah ÖNGÜT
SPO
Representative
Agenda Items
#
Description
Owner
1
Introduction of the MDG-F Joint Programme
JMP
2
Inception phase activities
JPM
3
Review of the inception report
JPM
4
Activities planned for the first quarter of 2011
JPM
5
Formation of the Technical Advisory Committee (TAC)
JPM
P a g e |4
6
Coordination mechanism
JPM
5
Discussions/Conclusions
URG
1 Adoption of the Agenda
Discussions
The objective and agenda of the meeting were outlined by Ms. Ulrika Richardson-Golinski.
Conclusions
The agenda was adopted by the JPC.
Action Items
Description
Responsible Party
Deadline
-
-
-
-
2 Presentations
Discussions
b.
Introduction
The objective of the meeting has been explained by the chairperson Ms. Golinsky (UNDP). She has indicated that,
PMC meeting is an important platform to explain and to discuss the progress of the programme, in particular
providing ideas and suggestions for the inception report, which is an initial first stage of the programme. Thereafter,
Dr. Rösch (JMP) reviewed the each agenda item one by one, opening up to discussion and recommendations
b)
Presentation of İnci Ataç Rösch
Dr. Rösch explained the objectives and expected outputs of the Joint Programme (JP). Inception phase activities have
been shared with the PMC members. In that, the Inception Conference details and forthcoming local meeting and
workshops had been outlined. The draft inception report details explained. In particular the intended outputs that
the programme aims to disseminate. In particular, it has been indicated that, the linkages between the outputs and
collaboration between the participating UN agencies as an important aspect for the programme. Presentation,
elaborated on the tangible impacts the programme will have in the region through development of Value Chain
Management Portal (VCMP) and textile clusters as well as establishment of Innovation, Research and Advisory Centre
(IRAC). Training activities towards increasing awareness in Corporate Social Responsibility, entailing gender equality,
decent work and environmental issues are intended to contribute to Millennium Development Goals (MDGs). It has
been explained the attributes the JP makes with respect to MDGs. The presentation underlined that, the first actual
activity would take place in late December 2010 and January/February 2011 by UNIDO, entailing visits and interviews
to relevant institutions and textile and apparel SMEs in the four provinces. Although, the field study of UNIDO will
mainly concentrate on the inclinations on cluster development, it has been explained it will also provide an
important tool in determining the region as well as programmes other activities.
c)
Discussions/Recommendations by the PMC members
The field study to be conducted by UNIDO in late December 2010 and January/February 2011 has been raised as an
important determinant for the format of the subsequent activities in the region. Especially, identification of which
university would be suitable, with respect to establishment of IRAC. It has been recommended that the future PMC
meetings should also include local partners and MDG-F Secretariat for further input. Regards to the inception report,
it has been suggested that, greater detail about the activities of the JP to be provided. At the same time revising the
indicators of achievement and targets as stated in the original project document. MDG-F Report on Turkey would
guide the JP in its communication strategy. In terms of cluster activities, the administrative capacities of the local
partners are questioned whether or not to include Kahramanmaras. Another discussion issue has been to
concentrate the study only on textile and apparel sector as otherwise it would not be feasible to conduct
comprehensive programme. Related to this, it has also been suggested that, the original target numbers are high in
comparison to the reality, hence revisions to be made. VCMP related activities to be considered and developed,
drawing up budget requirements and work plan schedule. ILO raised the issue of having a common understanding
about CSR aspects. Hence, the core project staff will receive training in February 2011, to take place either in Ankara
or Turin. It has been raised that, CSR Association staff to be included in the training programmes of JP. It has also
been suggested to revise the work plan in the inception report (IR) and also to elaborate further about Malatya being
the central location for the activities of the JP to take place.
Action Items
Description
Responsible Party
Deadline
3
Conclusions
P a g e |5
Based on the presentations and discussions the preliminary findings of the inception conference can be summarized as
below:
1.
Emphasis made to the outcome of the UNIDO’s diagnostic study in the four provinces, in that it will serve as a guide
for the subsequent activities of the JP.
2.
It has been agreed to limit the scope of the JP’s activities’ to textile and apparel sectors
3.
Members of the TAC to be formed with the approval of PMC members.
4.
Any preparatory activities including drawing up a protocol between İTKİB and the “University” to establish IRAC is to
be postponed until the UNIDO’s diagnostic study findings are reported.
5.
Reviewing/researching of “best practice” models around the world that would serve as a guide for IRAC
6.
Revising/reducing the target number of SMEs and participants for the activities of the JP
7.
Organizing workshops in each province in March 2010.
8.
Formation of online platform to be accessed by all PMC members
9.
Sharing the presentation and implementation schedule of JP with the members of the PMC.
10. Official start of the JP agreed to be 12th of January 2010
11. Common view has been raised that, due to eight months late start off of the JP, “no-cost” extension of the
programmed is deemed necessary until the end of 2012.
12. Next PMC meeting decided to take place in March 2011 in İstanbul at İTKİB premises.
Action Items
Description
Responsible Party
Deadline
Attachments
Description
Participation List
P a g e |6
# of Pages
MDG-F - 2067: Harnessing Sustainable Linkages for SMEs in Turkey’s Textile Sector Joint Programme
Minutes of Inception Conference
Date & Time
11.11.2010 10.30 – 16.30
Venue
Anemon Hotel- Malatya
Meeting Type
Inception Conference of the Joint Programme
Presenters
Name
Organization
Title
Hikmet TANRIVERDİ
İTKİB
President of İHKİB
Shahid NAJAM
UN- Turkey
UN Resident Coordinator of Turkey
Carlos Ruiz GONZALES
Embassy of Spain
MDG-F Spain Consulate
Ulvi SARAN
Governate Office
Governor of Malatya
Süleyman YILMAZ
UNIDO- Turkey
Director of UNIDO Turkey Office
Gülay ASLANTEPE
ILO- Turkey
Director of ILO Turkey Office
Ulrika RICHARDSON GOLINSKI
UNDP -Turkey
Permanent Representative of UNDP -Turkey
Kemal ŞAHİN
Sahinler Holding
Executive Director of Sahinler Holding
Dr İnci ATAÇ RÖSCH
İTKİB
Director of the Joint Programme
Damla TASKIN
UNIDO- Turkey
Joint Programme Coordinator for UNIDO
Özge BERBER AĞTAŞ
ILO - Turkey
Joint Programme Coordinator for ILO
Murat GÜRSOY
UNDP –Turkey
Expert
Agenda Items
#
Description
Owner
1
Opening Speeches
HK,SN,CR,UR
2
Presentations by the UN Agencies
SY,GA,URG
3
Keynote Speaker
KŞ
4
Interactive presentation by the directors of the Joint Programme
JPM,DT,ÖBA,MG
5
Discussions
JPM
1 Adoption of the Agenda
Discussions
Agenda presented by Isıl ALKAN (Presenter of the Conference)
Conclusions
Action Items
P a g e |7
Description
Responsible Party
Deadline
-
-
-
-
2 Presentations
Discussions
a)
Summary of the opening speeches is as follows:

Hikmet TANRIVERDI (President of IHKIB )
Mr Tanrıverdi, began his speech by pointing out how, the Joint Programme (JP) will benefit the textile sector in various
ways in the selected provinces, stressing the importance for the sector to be integrated into the global market. In order to
achieve this integration, he underlined the importance of adaptation of value chains, social and environmental aspects
into the production processes. Especially, emphasising the concept of Corporate Social Responsibility (CSR) as being an
important social aspect that business should apply. In that, it is increasingly becoming a determining factor for the firms
in becoming global actors. In this respect, achievement of Millennium Development Goals (MDGs) plays a crucial role,
where the JP aims to achieve. Besides, adaptation of CSR principles, he gave the message of achieving high value added
production within the framework of ILO’s labour conditions. He explained that, ITKIB’s involvement in the Joint
Programme, with its comprehensive experience will be an asset for its success and sustainability. He concluded his speech
by dwelling on ownership and level of support for the JP by the local actors and institutions in the selected provinces.

Shahid NAJAM ( UN Permanent Coordinator for Turkish Office and UNDP Permanent Representative)
The starting point of Mr Najam’s speech has been on poverty alleviation. He stressed on how to overcome poverty and the
importance of creating healthy environments, where deadly diseases are combated. It was pointed out that, confronting
poverty is a means of survival. Hence, the ultimate aim of the Millennium Development Goal Fund (MDGF) provided by the
Spanish Government for this JP is to alleviate deprivation and poverty, thereby contributing towards making the earth a
more prosperous place to live in. It was indicated that, this is the bases of this MDGF project whereby, UNDP and Spanish
government had agreed to finance. He pointed out that, eradication of poverty, improving gender equality and maternal
health and combating deadly diseases are all important aspects of MDGs. Further indicating that, together with this MDGF JP, agreements had been made on another three JPs for Turkey. The current JP will be implemented in four chosen cities
where Malatya will be the centre for the programme. He outlined that; the programme will be implemented with three
UN agencies, namely, ILO, UNIDO and UNDP where solidarity will be formed. Mr Najam underlined that, as well as
strengthening the competitiveness of the textile sector in the region; the essence of UN’s involvement in the programme is
to ensure that all forms of disparities are reduced and eradicated. In that, the ultimate aim of the activities’ of the JP is
designed towards achieving these means. The base of the JP’s approach is people centred, whereby marginalised
segments of the society would be given the opportunity to participate in the development process. At the same time
participatory approach, involving stakeholders and beneficiaries are identified to the important policy approach of the JP.
He also pointed out that, building sustainable linkages and implementing corporate social responsibility in the sector make
up important features of the JP. An especial emphasis has been placed in bettering the working conditions of the
employees as being an important principle of the UN. Gender sensitivity and sensitivity to the environment have also been
stressed. ITKIB as being the leading agency in the textile industry has taken the responsibility to establish these principles
in the sector. Another crucial aspect of the JP is to forming sustainable linkages between SME’s in the textile sector
through appropriate networking, thereby increasing competitiveness. Mr Najam, in his remarked on some crucial aspects
with respect to JP’s success; role taken by the national and local partners; commitment and ownership of the project;
achievement of social and economic development through establishment of sustainable linkages.

Carlos Ruiz GONZALES (MDG-F Undersecretary of the Spanish Embassy)
Mr. Gonzales began his speech by mentioning the aim and expected outcome of the programme. He explained how Spain
is pleased in have UN’s total commitment in the project and proud to be in this position. He explained that, Spain is the
main MDG funder, with a total donation of 750 million USD, where 17 million USD has been allocated for the programmes
to be used in Turkey. He thanked UNDP for its leadership in the programme. He stressed that, the main aim is to benefit
the disadvantaged people in the society. MoI and ITKIB are both important partners and with the added value of UN
agencies involvement in the project, the JP would serve as an important tool towards contributing development of Turkey.
He pointed out that the textile industry in Turkey requires assistance in achieving development, in order to compete
internationally and to integrate into value chains. Mr Gonzales also indicated that, Turkey and Spain are strategic partners,
sharing bilateral commitments and having common values in overcoming disparities between the east and the west.
Furthermore, Spain is a leading supporter for Turkey’s accession to EU, and because of this Spain has undertaken steps to
increase cooperation with Turkey. He concluded his speech by stressing that, Spain will continue to support Turkey on her
journey to join EU.

Dr Ulvi SARAN ( Governor of Malatya)
After mentioning common features of the JP, the Governor expressed his gratitude in having Malatya as the centre for the
programme’s activities. He stressed that the programme would play an important role in assisting the textile sector in the
region towards achieving integration into the world markets and to becoming a global actor. He said that, it has become
crucial for the textile sector SMEs to be able compete on a global scale, in order to survive and have sustainability. Mr
Saran stressed the importance of restructuring the sector both in Malatya and in the surrounding provinces in line with the
global competitors. The probability of success is high, as he indicated that, especially in Malatya establishment of new
textile sector enterprises is on the increase. Hence, this project will provide the opportunity in enlarging their horizon. He
concluded his speech by thanking ITKIB for their leading support within the programme.
b)
P a g e |8
Summary of the UN Agencies’ Presentations

Süleyman YILMAZ ( Director of UNIDO- Turkey)
Mr YILMAZ indicated that, Malatya chosen as being the centre of the JP’s activities’ will also serve other three provinces
equally. Involvement of three UN agencies together with the support of ITKIB adds strength to the success of the
programme. He briefly mentioned about UNIDO; in that it was established in Vienna in 1967, and now employing 650
experts worldwide. The main aim of UNIDO is to have sustainable industrial development. Within this perspective, Mr.
YILMAZ outlined the three main principles of UNIDO. These as he put forward are; (i) lowering levels of poverty through
increased production capacity; (ii) increasing commercial capacity; and (iii) increased sensitivity to energy consumption
and environmental protection. He explained that, UNIDO’s vision in the years 2000 has evolved since its establishment in
Turkey in 1968. This changing vision has stemmed from Turkey’s strategic position in the region. In that, UNIDO Turkey
office has become a regional office for the Middle East and African counties. Thus, UNIDO with the support of TUBITAK
and Ministry of Industry organised and delivered four training activities in several countries in these regions. UNIDO
Turkey office has been assisting these regions in the areas of food, textile, technology and climate change. Mr. YILMAZ
emphasized that, the textile sector in Turkey had always been an important locomotive for the industry. However, in the
recent past, this has changed due to inability to compete in the global markets, necessitating a strategic change in the
textile sector. Hence, he underlined that this Joint Programme will provide the required key strategic approach for this
change to take place in the Turkish textile sector. This strategic approach will encompass areas of gender equality,
environment and labour conditions. The role of UNIDO within in the programme has been explained will be to provide
technical support in terms of establishing sustainable business networks, improving the relationship between industry and
poverty, introduce and integrate the sector into value chains. He put forward that, in practical terms UNIDO will undertake
case studies in identifying the needs of the sector, which will form the bases of the JP. Finally, he stressed his gratitude to
ITKIB and the Spanish government.

Gulay ASLANTEPE (Director of ILO- Turkey)
Ms ALANTEPE began her speech by stressing that, the main responsibility of ILO is to implement Corporate Social
Responsibility in organisations. In order to achieve sustainable development, it has become a prerequisite for the private
sector to integrate human development as part of their corporate culture. It is crucial for the private sector to understand
aspects of CSR and to adopt it into their business practices. Ms Aslantepe pointed out that, the concept CSR is not
correctly understood. In that, many perceive CSR to be a charity/philanthropy issue. However, she explained that, firms
should be able understand that their accountable both to the workers in their firms as well as the society at large. In other
words, enterprises do no longer have the luxury to act “selfishly”. They must be made to understand that, CSR is no longer
a social issue on its own but overlap with economic gains, i.e. determine the profit of the enterprise. She stressed that,
the societies have evolved and do apply pressure on businesses, where converting many enterprises to adopt principles of
ILO She has especially pointed out that, in the 2000s there has been application of positive pressure for enterprises to
adopt CSR as their common practice. Nowadays, this positive pressure has become an element for competitiveness on
global scale. Adaptation of CSR by the leading multi-national businesses added momentum for others to follow suit. It has
put forward by Ms Aslantepe that, Turkey has signed more than 80 of ILO’s agreements within the framework of
International Labour Agreement. She emphasised that, accepting these agreements of ILO is an important step forward
towards achieving equitable competitive environment in businesses, highlighting the importance of meeting agreements
in practice. A report initiated in 1977 and updated in 2006 indicate that, multi-national businesses should have a role in
the development process as well as acting to alleviate discrimination in gender equality and improving labour conditions.
In fact, Turkey does have an obligation to adhere to these agreements. Ms Aslantepe, especially pointed out that, although
there is no formal plan in Turkey for implementation of CSR principles the Ninth Development Plan could be taken as a
guiding path. In that, the Plan includes policies concerning industry and environment, human health and social
responsibility. Hence, with respect to CSR, the JP will have crucial role. She explained that, the report that will be produced
at the end of the programme will form a strategic guidance for the sector. In other words, it will be an important guide in
terms of adaptation of ILO’s labour conditions in the textile sector. She also pointed out that even the multi-national firms
had to go difficult processes such as Adidas in the adaptation of ILO’s labour standards, which are now become elements
in determining the level of competitiveness in the global markets. Finally, it was stressed that; businesses must adopt
policies to improve gender equality, sensitivity to environment, and adopting ILO’s labour standards that contribute
towards implementing CSR.

Ulrika RICHARDSSON – GOLINSKY (Permanent Representative of UNDP)
A year ago at the Spanish Embassy the JP was embarked, and here today in Malatya, it gives me a great pleasure to give a
start for the Joint Programme, she said. Ms Golinsky pointed out that UNDP, established in 1950 now operates in 160
counties. In Turkey UNDP works towards achieving poverty alleviation, gender equality and sustainable development,
which are all parts of MDGs. Hence, it is very important to contribute to Turkey’s competitive textile sector with respect
to achieving MDGs. However, Ms Golinsky stressed that driving forces for competitiveness have evolved overtime. UNDP,
which has also been involved in the GAP project, provides an exemplary experience for the JP. Under the GAP project,
many textile firms had been visited and it was very pleasing to observe their interest, she added. In addition, the idea of
organic textile production was exchanged with great interest. Ms Golinsky also stressed the fact that, Turkey has a unique
production process; in that having self-sufficiency at all stages of production. Hence, emphasising this comparative
advantage of the Turkey could be utilised in creating bigger sum than the total of the parts, through introduction of
innovation. In her speech, she underlined the importance of ITKIB’s leadership in the Joint Programme in the
establishment of VCMP. In the sense of creating leverage, it was stressed out that, the JP will play an important role in the
implementation of other projects in Turkey. The GAP project which has overlapping aspects with the JP. ITKIB’s
involvement in is this GAP project in establishing an organic cluster, strategy in empowering women, decent work
conditions and energy renewal give strength to İTKİB and to the JP. Ms Golinsky concluded her presentation by
emphasising on production of “know how products” which will exhibit a model for rest of Turkey.
P a g e |9
c)
Keynote Speakers

Kemal Sahin (President of Board of Director of Sahinler Holding)
Kemal Sahin founder and executive director of Sahinler Holding explained with examples, how his small textile business
had grown to become a global actor. He explained clustering should be treated as being an important element for success.
The success comes within and that human beings have the power make this happen. He stressed the attitude of human
beings towards success determine the outcome. Combination of knowledge and skills with a focused and diligent mind,
constitute the parts of the equation for success, he explained. As a successful businessman, he gave seven tips to success.
These can be outlined as; Pro-activity, being independent with dependency; Vision; giving priority in the right order; team
work; synergy; knowing how to rest; and healthy living underlining that, there is no such thing as coincidence, neither in
success nor failure. An important determinant for success he said is the culture of the firm. This had a great impact on the
capacity of his exports from Turkey, becoming one of the top textile exporters in Turkey. The first rule he said in selling, is
to understand the market that you want to sell. This golden rule is being market orientated together with being
trustworthy. Sahinler Holding the biggest T-Shirt exporter of Turkey, he said owes its success to adhering strictly to these
tow principles. Mr. Sahin emphasised the firms’ culture as being an important determinant for success. In his firm there is
a harmonisation of German and Turkish culture, which he said, is a good blend. He said that, punctuality, trust,
transparency are important factors that must be established in businesses. The win-win principle pursued by Sahinler
Holding, acts a motivating factor for success.
d)
Interactive presentation of the Joint Programme given by Dr.Inci ATAÇ-RÖSCH ( Director of Joint Programme), Damla
TASKIN ( UNIDO Joint Programme Director), Özge BERBER - AĞTAŞ (ILO- Joint Programme Director), Murat GURSOY
(UNDP- Programme Expert), Vedat KUNT (UNIDO)

Dr. İnci Atac Rösch
Dr. Rösch outlined the aims, targets and the expectations of the Joint Programme. She has explained that, the ultimate
aim of the programme is to provide social and economic support to the entrepreneurs, especially the women
entrepreneurs in the chosen provinces. Hence the aim is to improve the production and innovation capacities of the
SME’s in the textile sector in the chosen provinces of Malatya, Kahramanmaras, Gaziantep and Adıyaman. An important
aim is to establish a sustainable network and value chain among the sector. Dr. Rösch explained the implementation of
Value Chain Management Platform (VCMP), cluster development and development of Corporate Social Responsibility
(CSR) capacities in the textile sector as the targets of the programme. In that the programme aims to; (i) increase
productivity and technology usage through the establishment of VCMP for the textile industry; (ii) cluster development in
the textile industry through establishment of sustainable business network and value chain; (iii) establishment of
innovation, research, and advisory centre (IRAC) for the SMEs ; (iv) preparation of a report with regards SMEs
sustainability in the textile sector within the framework of CSR ; (v) organisation of training activities that will contribute
to SMEs sustainability with regards to CSR, decent work, social conduct, sustainability, gender equality and environmental
issues ; (vi) strategic report on CSR for the textile sector to be submitted to the Ministry of Industry and Commerce; (vii)
increasing environmental awareness in the textiles industry. These expectations explained by Dr. Rösch are important
tangible outcomes of the programme. In empirical terms it has been indicated that, the programme aims to educate
minimum 750 people including managers and administrators. Dr. Rösch explained that, at the end of the Joint Programme,
a national congress will be held, where results of the project will be disseminated.
In this session comments/ contributions and discussions were raised /initiated by the participants and JP directors of the
UN Agencies. The following points summarize the issues raised during the discussion session of the conference:
P a g e | 10

Ali Ersoy from Sonsöz Newspaper- Malatya, raised the issue which textile firms are eligible to l benefit from the
programme, which was answered by Dr Rösch indicating that regardless of their establishment year all SMEs will
benefit.

Sait Kabaday, General Secretary of Malatya Chamber of Commerce and Industry explained that in the previous years,
efforts had been made to carry out a similar project together with the chamber of commerce of Gaziantep, where it
was believed it will be a solution for unemployment, but unfortunately it failed. Hence, our expectations from this
project is high and do hope it will provide a solution to the problems of the textile sector.

İsmet Toröz from Textile Vocational School at Inonu University explained that, textile is an old industry in Malatya,
going back to 1960s. The school had been active in developing relationship with the industry he explained. And that
this programme will be serving a crucial purpose in contributing towards developments in the textile sector. He put
forward that, the programme have similar features and objectives with the work at the textile school. Hence, it is
important that this school becomes a centre to deliver the required service for the sector, stating that he aims to
development of a fruitful collaboration.

Upon raising the issue of reason in selecting Malatya as the centre for the programme’s activites by Seda Özgür From
Kahramanmaraş Chamber of Commerce, Dr Rösch indicated that there is no discrimination in the selection and all
four provinces will be treated on equal terms. In addition also put forward by Murat Gürsoy that all other provinces
especially Kahramnmaraş and Gaziantep are executing other funded projects.

Ali Kemal Çetin from Fırat Development Agency-Malatya said they will be happy to provide assistance in investment
and believe that it will be an added value for the programme. He further raised the question with regards to VCMP,
asking what would be differing features between VCP and other portals such as Kompass, Alibaba and Euro pages.
Murat Gürsoy explained that the said platforms are very different platforms in vision. They are more relevant for the
Western style of business. For example if a firm in İstanbul needs to search for firms in the less developed areas to
produce the products, then the value chain in this sense provides an essential tool with an assertive vision. In that,
formation of network supported technology throughout the chain, a picture of the business could be seen on real
time basis. Hence, this transparent system of network will provide the businesses to be in tight relationship with
each other.

Özge Berber Ağtaş, from ILO put forward that, worker circulation in the textile sector is higher than the other sectors,
hence it becomes more important for rights of the workers to be protected.

Damla Taskın from UNIDO inserted that; balance should be established between the partners in the industry (private
sector) and the stakeholders (local actors) in the community in order to achieve sustainability. Although, this is a
challenging process, it can be achieved through establishing appropriate interaction with the relevant actors.

Dr. Inci Ataç Rosch discussed the importance of needs assessment in identifying the current situation of the textile
sector. Hence, training activities and consultancy services will be designed and delivered in accordance with the
findings. These activities will be important determinants of sustainability after the project’s funding cease.

Vedat Kunt highlighted clustering as an important component of the programme, indicating that cluster formation
requires both effort and patience, as its outputs is not easily produced.

An important question raised by Yalçın Karataş from Önder Textile, asked how the objectives of the programme
explained would be achieved. Dr. Rösch stressed that the programme is only the start the programme aims to create
awareness. If awareness among the sector is achieved, it will be the first step to develop other aspects. Özge Berber
Ağtaş inserted also that, multi-national firms will apply pressure to adopt CSR principles as otherwise their prestige is
being jeopardised. She added that, together with ILO, common training activities will be delivered, stressing the
importance of using local trainers, whom understand the cultural perspectives of the trainees.

Dr. Rösch elaborated on the training activities the programme will deliver. In that the important stage of the
Programme will be to undertake analytical survey in order to determine requirements, with respect to gender
equality, sensitivity to environment and CSR in the textile sector. Evaluation of this survey will be backed up by a
report forming the bases for the design of training activities. Firstly, training for trainees will start, expectedly in
spring and subsequently in autumn training activities will follow. The programme will conduct a research on needs
assessment. Here, the aim is to determine the needs of the SMEs in the textile sector, which will form the bases of
the platform. At all stages of the study, participatory approach will be employed.

Yalçın Karataş inquired how he could adopt CSR in his firm as for this government incentives are necessary he
claimed. Gülay Aslantepe inserted that, health and safety regulations are the main features of CSR. It is important to
align with the employees in the firm, providing a human face, for example to have a library in the firm.
.
Action Items

Based on a discussion on how a VCMP will be formed, Jale Tuncel from ITKIB explained that, after the initiation of
the project, value will be created both by the market and by the clients. Firms will be categorised, which will lay the
picture as to how the rings of the chain will be formed. She added that in order for this system to be sustainable, it is
important have a research centre where value is added in an electronic environment and it will be meaningful when
it meets the costumers.

It was also raised by Yalçın Karataş; businesses from the developed cities should establish workshops in these less
developed provinces. In this way, they will set an example for the firms in the sector to follow. It was insisted that, it
is the culture of the enterprises that should change and having a practical guidance would be beneficial.
Description
Responsible Party
Deadline
3
Conclusions
Based on the presentations and discussions the preliminary findings of the inception conference can be summarized as
below:

P a g e | 11

It has been agreed that the textile sector in Turkey requires assistance in achieving development in order to compete
and to integrate into value chains.
It has been emphasised that, the success and sustainability of the programme depend on the support and
commitment provided by the relevant local actors from the four provinces.

Needs assessment study is essential in determining the requirements of the textile sector

Vocational textile school at İnönü university showed willingness to collaborate with the programme

The Governor of Malatya illustrated his support for the programme

Achievement of social and economic development through establishment of sustainable linkages has been
accentuated

The importance of adopting the concept of Corporate Social Responsibility (CSR) as an element of competition for
the textile sector has been emphasised

Joint training programs (time-wise) will be prepared for the textile sector on CSR, sustainability, social conduct,
gender and environmental issues.

Assessment studies on CSR, sustainability, social conduct, gender and environmental issues will be carried out as
surveys and desk reviews before the training programs are initiated. A single CSR report will be produced and
disseminated.

Involvement of the three UN institutions and support of ITKIB had been highlighted as adding crucial strength to the
programme

It has been delivered to the audience that the ultimate aim of the programme is to meet the Millennium
Development Goals of the UN

Establishment of Value Chain Management Portal (VCMP) introduced and important initial feedback has been
received from the participants
Research and Advisory Centre, be established as a multi-disciplinary centre which will serve the textile sector in a
number of fields, including innovation research in textile industry, CSR, sustainability, social conduct, environmental
and gender issues, decent work, clustering and VCMP.
Action Items
Description
Responsible Party
Deadline
Visit to each province
JPM
December/January
Attachments
Description
P a g e | 12
# of Pages
ANNEX 2: JP MANAGEMENT AND COORDINATION
UN-Joint Programme “Harnessing Sustainable Linkages for SMEs in Turkey’s Textile Sector” is designed to raise the profile of
the Turkish textile and apparel industry, which needs major transformation and paradigm shift.
Its accomplishment will necessitate the active participation and contributions of many stake holders.
Therefore, management and coordination structure and activities are crucial for the successful completion of the programme.
The national implementing partner for the JP will be the “General Secretariat of İstanbul Textile and Apparel Exporters
Association” (İTKİB), who will implement the actions proposed in the JP with the support of participating UN Agencies, i.e.
United Nations Development Programme (UNDP), United Nations Industrial Development Organization(UNIDO), International
Labour Organization (ILO) and in collaboration with national and local stake holders, including government institutions at
national and local level, representatives of trade unions and employers’ organizations, NGOs and private sector
representatives.
Since the management and coordination is a complex structure, it will be carried on at various levels. The management and
coordination arrangements will follow the guidelines of the Multi Donor Trust Fund Operational Guidance Note for the
participating UN organizations (MDG-F, March 2009 version).
Accordingly, management structure is as follows:
Resident Coordinator
The UN resident coordinator (RC) is ultimately responsible for facilitating collaboration among participating UN agencies to
ensure that the JP is on track and its results are being delivered.
The resident coordinator will exercise its authority over the programme by taking leadership of the overall programme design,
ongoing programmatic oversight of the Fund’s activities by chairing the National Steering Committee meetings. The RC will
establish committees at two levels:
1.
National Steering Committee
2.
Programme Management Committee
National Steering Committee (NSC)
The NSC is composed of non-implementing parties to allow independence and includes a representative of the Turkish
Government, a representative from the Government of Spain and UN resident Coordinator. NSC will meet twice a year, on
January and June.
Programme Management Committee (PMC)
The PMC consists of participating UN Agencies, i.e. United Nations Development Programme (UNDP), United Nations Industrial
Development Organization, (UNIDO), International Labour Organization (ILO), State Planning Organization (SPO), Ministry of
Industry and Trade (MoIT), Undersecretaries of Foreign Trade (UFT), İTKİB, Ministry of Labour and Social Security ( MoLSS) and
Governors and Regional Development Agencies of all provinces. PMC will meet quarterly, on September, December, March,
June but whenever necessary additional meetings can be organized upon request. PMC will provide operational coordination
to the JP and will be chaired by the RC.
Technical Advisory Committee (TAC)
TAC will be jointly coordinated by PMC and JP, in order to provide technical oversight for the JP and review, evaluate the
training programs and select SMEs in textile and apparel sector which are eligible for further support of the programme. It will
consist of 8-10 technical experts from relevant organizations such as MoIT, MoLSS, UFT, IGEME, MoLSS, İTKİB, TÜTSİS, DİSK
TEKSTİL, TEKSİF, Öz İplik İş, Kalder, KOSGEB, TUBİTAK, İstanbul Technical University, Governor Office of Malatya
CSR
Association of Turkey, and other stake holders who have competence in the fields of textile and apparel sector in Turkey, value
P a g e | 13
chains and clustering, competitiveness, sustainable development and corporate social responsibility, human rights, information
and communication technologies (ICT). It will meet regularly on February, July, and November.
UN-Agencies Coordination Meeting (CM)
CM meeting will consist of participating UN Agencies, i.e. United Nations Development Programme (UNDP), United Nations
Industrial Development Organization (UNIDO), International Labour Organization (ILO), and İTKİB and be organized every
month by the JP at UN premises.
Coordination with MDGF
MDGF meetings will be organized by UN as often as necessary.
Local Partners Coordination Meetings (LPCM)
LPCM meeting will take place every three and the participants
will consist of local stake holders from particularly
representatives from Governotes and Regional Development Offices, Local Chambers of Commerce and Industries of Malatya,
Kahramanmaraş, Gaziantep and Adıyaman, as well as labour unions and employers’ associations together with participating UN
Agencies, i.e. United Nations Development Programme (UNDP), UNIDO United Nations Industrial Development Organization,
ILO International Labour Organization, and İTKİB and be organized quarterly at local level by JP, on October, January, April, July.
P a g e | 14
ANNEX 3: JP MONITORING FRAMEWORK
There is an M&E system in place, the baseline is established and the results will be evaluated accordingly. M & E expert will be employed by the JP in order to
evaluate the results. In addition to the regular monitoring framework, the results of the various outputs of the JP can be monitored and evaluated by the
increased involvement and ownership of ITKIB. Ownership of ITKIB will also ensure the sustainability of the JP not only for following the results of the JP, but for
supporting further development of the textile sector especially at the pilot provinces as well.
All these efforts related to training and counseling programmes are not only targeting quantity but definitely capacity building related to competitiveness of
SMEs. That is to say that the required skills and competencies in order to start exporting or cooperate with exporting companies will be addressed through our
activities and they will not remain merely as project activities but will target practicality and applicability. Multinational Brands require the Value Chain to
comply with various standards related to CSR and our project activities concentrate on various aspects of CSR to ensure cooperation of the SMEs with
multinational brands and also build own skills and competencies.
In addition, following approach will be used for all training activities under related outputs of the JP:
a)
b)
All training activities (on VCMP, clustering and CSR) will be evaluated by the participants and the results will be reported to ITKIB.
ITKIB can provide an “Impact Assessment Study” after the completion of the JP.
Expected Results
#
Indicators
Means of Verification
Collection Method and
Frequency
Responsibilities
Risks and Assumptions
Outcome 1: Productivity and
innovation capacities of the SMEs
in the Turkish textile and apparel
industry especially in poor and
vulnerable areas strengthened
through enhanced collaboration
and networking for increased
competitiveness.
1.0.a
Indicator: Exports of TA
products (US$)
UFT export stats
MoIT reports
Official Public Statistical
Data
Baseline: 17% (Share of T/A
in total exports)
TURKSAT stats
Annual
ITKIB is officially mandated to
record exports data of T/A
products of its members.
Instability in macroeconomic environment may
decrease SMEs’ interest in
networking and
collaboration
Output 1.1: An online Value Chain
Management Platform (VCMP)
activated by İTKİB and utilized by
T/A value chain actors
1.1.1
Indicator: Number of SMEs
registered for VCMP
Members’ database of
the VCMP
UNDP/ITKIB
Baseline: Pilot application
for two big exporters
Progress reports
Accumulation of data
during implementation of
VCMP
Disagreement between
ITKIB and CISCO (developer
of the Platform) on
management modality
Target: 19% (Share of T/A in
total exports)
Target: 1000 SMEs
registered in the platform at
P a g e | 15
Progress reports
Technological problems may
defer activation of the
the end of the third year,
50% being from RCOP region
1.1.2
Indicator: Number of VCMP
users
Quarterly
VCMP logs
Baseline: Pilot application
for two big exporters
1.2 the capacity of national SME
support and advisory institutions
in the field of clustering and
business linkage development are
enhanced; clustering and
networking case study is
conducted in Malatya and
neighboring provinces
1.2.1
1.3 An SME Sustainable
Competitiveness Centre is
established and activated
1.3.1
Accumulation of data
during implementation of
VCMP
Quarterly
Indicator: Number of
women and men experts
from institutions such as
IGEME, ITKIB
Progress reports
Target: 25 experts from
cluster agents preferably
from IGEME, ITKIB and
capacities of 4 business
support organizations
developed
Indicator: Number of SMEs
receiving advisory services
from SCC
UNDP/ITKIB
Lack of interest from the
SMEs to register and utilize
the VCMP
UNIDO
It is assumed that the
agencies working on
clustering will cooperate for
the harmonisaiton of cluster
efforts
UNDP/İTKİB
University facilities will be
allocated to SCC, selected
Academics will devote
considerable time to
training to be held in Spain
and for consultancy services
to be provided
UNDP/İTKİB
Macro-economic conditions
and political climate
remains stable. The
government and other
Progress reports
Target: 1000 SMEs
registered in the platform at
the end of the third year,
50% being from RCOP region
Baseline: Number of experts
from business support
institutions received training
portal
Quarterly
Participation list of
meetings and training
sessions
Registers for SCC
Submitted projects for
support
Baseline: SCC established
and operationalized in the
first year
Register of participants
attending meetings and
training sessions
Database of the
companies requiring
support will be kept by
SCC
Target: Min. of 20 SMEs
receive consultancy at the
end of first year, 50 SMEs en
of second year focusing on
women
2. sustainable development, CSR
principals and gender equality are
integrated into the business
processes and practices of the
P a g e | 16
2.0a
Indicator: Ratio of registered
employment especially
women, in T/A sector, the
number of Global Compact
MoLSS stats and
reports
MoLSS website and other
data sources
ILO
UNIDO
Turkish SME’s in textile sector for
increased competitiveness
signatories and number of
T/A companies reporting on
CSR/sustainability
Baseline: 30% increase in the
ratio of registered
employment and 35 %
increase in the ratio of
registered women in T/A, 4
T/A companies in GC
signatory and 1 company
reporting on CSR
Global compact (GC)
network signatories
information
partners remain committed
to programme priorities.
Government adopts CSR
and sustainable
development principles as
part of textile and apparel
sector strategies.
GC local network
information available via
UNDP private sector
İTKİB and other sector
reports
Target: 35% increase in the
ratio of registered
employment and 38 %
increase in the ratio of
registered women in T/A,
100 T/A companies in GC
signatory and 5 companies
reporting on CSR
2.1 an assessment report on
sustainable development and
MDG awareness as well as on
gender sensitive, social and
environmental conduct among
Turkish SMEs in textile and
apparel sectors is prepared and
launched by İTKİB and
consequently shared with MoIT,
UFT and SMEs
Indicator: Number of copies
of CSR Assessment report in
T/A prepared and
distributed. Number of firms
participated in surveys
2.2 awareness building strategy
on sustainable development, and
gender sensitive, social and
environmental conduct ( with
respect to climate change
implicaitons )of selected SME
enterprises is implemented
Indicator: Number of
women and men who
received training and able to
apply their knowledge in
their workplace
P a g e | 17
Baseline: no report on CSR
issues
Target: 2000 copies of
report prepared and
distributed to SMEs
UNDP/İTKİB
ILO
Registers of survey and
resulting situation
analysis and report
Survey results will be
converted to electronic
format for analysis
Report and situation
analysis available
Reports will be printed
and also will be made
available electronically
and disseminated via
existing networks.
Registers of training
programmes and
feedback surveys with
participants
Survey results will be
converted to electronic
format for analysis.
Attendance sheets of
training programmes will
be kept for the
implementing agency
Baseline:
Target: Throughout the CSR
awareness building activities
of JP 15 people from core
Training reports
UNIDO
UNDP, UNIDO, ILO with the
support of İTKİB
SMEs will cooperate in the
surveys and be willing to
provide data
SMEs will be interested in
and attend the training
programmes
project staff and at least 1”5
trainers are to be trained in
addition to the target group
of 750 workers and
managers and 10 people
from related oranisations.
2.3 a CSR strategy for textiles and
clothing sector is developed,
implemented in selected firms
and submitted to MoIT for
consideration to be integrated
into textile strategy
Indicator: Availability of a
CSR strategy for the sector, a
CSR management and
reporting tool in local
language. Number of
firms/experts participating
in expert group and focus
group meetings, number of
SMEs and experts
participating training
programmes
Training reports will be
kept by the implementing
partner
Minutes of expert
group and focus group
meetings. Attendance
sheets of training
sessions
Minutes of meeting will
be prepared and
distributed to
participants after each
meeting. Attendance will
be registered for each
training session
-ITKIB and other local
institutions. In the
organisation of the CSR
strategy, meetings and
training pogrammes
SMEs will show interest in
group meetings and training
programmes
UNDP- İTKİB
Relevant parties will show
interest in the Conference
and the subsequent
meetings
Baseline: none
Target: CSR strategy for T/A
prepared and submitted to
MoIT. CSR management and
reporting tools for the
sector. Min. 20 large firms
participating in expert group
meeting, 10 large companies
participating in focus group
meeting. At least 15 SMEs
participating in pilot phase,
40 national experts in
training seminars focusing
on equal participation of
men and women
2.4 awareness of national
authorities on the impact of
textile and apparel sector on
environment is developed and
strengthened
Indicator: A gender sensitive
policy advocacy note on the
impact of textile and
clothing sectors on
environment is elaborated
Number of industry
representatives attending
conference
P a g e | 18
conference registers
Adoption of policy note
by MoIT and/or other
national bodies to be
incorporated in
Conference registers will
start at least one month
prior to convention
Baseline: None
Target: 1 gender sensitive
policy note on
environmental impact is
prepared and submitted to
MoIT and Min. of
Environment and Forestry
Minimum 80 representatives
from the industry attend the
conference where equal
participation of women and
men will be promoted
P a g e | 19
national policies
related to textile and
clothing sector
ANNEX 4: BUDGET & WORK PLAN
Excel Worksheet for the Budget and Outputs is attached with the report.
P a g e | 20
ANNEX 5: RISK ASSESSMENT MATRIX
#
Description
Date
identified
Type
Impact (I) & Probability (P)
Countermeasures
Submitted By
Last Update
Status
1
Instability in macroeconomic environment may
decrease SMEs’ interest in
networking and
collaboration
2009
Economic
Potential Effect: The outcome
may not be achieved.
Increased efforts on
communication of benefits of
networking and collaboration by
engaging leader firms and role
models
JPM
March 2011
No change
Lack of interest from the
SMEs to register and utilize
the VCMP
March 2011
A comprehensive promotional
campaign (Activity 1.1.1.3)
during the launch of the portal.
JPM
March 2011
No Change
1.1(a)
1.1(b)
Technological problems may
defer activation of the portal
Impact: 5/5
Probability: 1/5
Strategic
Potential Effect: The VCMP will
be underutilized
Impact: 5/5
March 2011
Technological
Probability: 2/5
Engagement of buyer firms into
the portal as a selling point to
the SMEs
Potential Effect: The VCMP will
not be launched in a timely
manner
Increased coordination with
CISCO (the developer of the
Programme).
JPM
March 2011
No Change
Increased coordination with
CISCO (the developer of the
Programme).
JPM
March 2011
No Change
Better integration of clustering
activities with other elements of
the JP (e.g. support scheme)
JPM
March 2011
Increasing
Impact: 4/5
Probability: 1/5
1.1.(c)
Disagreement between ITKIB
and CISCO (developer of the
Platform) on management
modality
March 2011
Strategic
Potential Effect: The VCMP will
not be launched in a timely
manner
Impact: 5/5
Probability: 1/5
1.2
Lack of interest from the
SMEs to engage in clustering
initiatives
March 2011
Strategic
Potential Effect: The clustering
initiatives will have a lower
impact
Impact: 3/5
Probability: 2/5
P a g e | 21
#
Description
Date
identified
Type
Impact (I) & Probability (P)
Countermeasures
Submitted By
Last Update
Status
1.3(a)
Redundancies with existing
SME support and advisory
centers and units may
decrease interest of SMEs to
the services of the SCC
March 2011
Strategic
Potential Effect: SCC will have
an crucial implications and
form network with other
centres
Negotiations and moderation
can be carried out with the
University and İTKİB which in
turn will result in a protocol
signed between İTKİB and the
University
JPM
March 2011
No Change
Selected Academics will devote
considerable time to training to
be held in Spain and for
consultancy services to be
provided
JPM
March 2011
No Change
In order to ensure this, the
support scheme will be
promoted through existing
networks and through local
media.
JPM
March 2011
No Change
National stake holders such as
State Planning Organization,
MoIT, UFT and İTKİB have been
involved in the planning of this
joint programme. Besides a
National Textile, Clothing and
Leather Sector Strategy is
developed and adopted which is
in parallel with this JP.
JPM
March 2011
No Change
JPM
March 2011
Increasing
Impact:4/5
Probability:3/5
1.3(b)
Difficulties in assigning staff
dedicated to the operations
of the SCC
March 2011
Economic
Potential Effect: Relevant staff
will be selected
Impact: 2/5
Probability:2/5
1.4
2
SME grant schemes
implemented by the
development agencies may
decrease demand for the JP
support scheme
March 2011
Instability in macroeconomic environment may
decrease SMEs’ interest in
CSR enhancement
March 2011
Economic
Potential Effect: Grant scheme
will have a greater impact
Impact: 5/5
Probability: 5/5
Economic
Potential Effect: In time
awareness on CSR will have
implications
Impact: 1/5
Probability:3/5
A close cooperation and contact
with the Government partners
are essential.
2.1
Lack of interest by the SMEs
to engage in analysis and/or
reluctance to provide data
March 2011
Economic
Potential Effect: Unrealistic
situation will be reflected
impacting design of training
Impact:2/5
Probability:3/5
P a g e | 22
Most appropriate survey method
should be selected and the
survey itself should be designed
to be user friendly. Sensitivities
of SMEs should be taken into
consideration
#
Description
Date
identified
Type
Impact (I) & Probability (P)
Countermeasures
Submitted By
Last Update
Status
2.2
(a)
Lack of interest by SME
managers and employees to
be engaged in training and
counseling activities
March 2011
Economic
Potential Effect: Inability to
create the intended awareness
Announcement of the training
programs should be carefully
designed oral and more personal
methods as well as written
invitations should be used.
JPM
March 2011
Increasing
Difficulties in assigning
candidates dedicated to take
part in training of trainers
programme
March 2011
Introduction of incentive/reward
mechanism such employment in
SCC and cluster work or selecting
candidates from other
consultancy institutions
JPM
March 2011
No Change
Difficulties SMEs to show
interest
March 2011
Announcement of the group
meetings training pro-grams
should be carefully designed oral
and more personal methods
should be used as well as written
invitations. Should be used SMEs
should be persuaded, where
necessary about the importance
of the group meetings and
participation
JPM
March 2011
Decreasing
An intensive communications
strategy has been developed
during the inception period in
order to explain the benefits of
the programme and disseminate
the results and findings
JPM
March 2011
Decreasing
2.2
(b)
2.3
Impact: 2/5
Probability:3/5
Economic
Potential Effect: Lack of
awareness impact
Impact: 3/5
Probability:2/5
Social/Economic
Potential Effect: Programme
not achieving its objectives
Impact: 4/5
Probability:2/5
2.4
Lack of interest of relevant
parties showing interest in
the conference and the
subsequent meetings
March 2011
Social/Economic
Potential Effect: Having a
adverse effect on whole of the
project
Impact:5/5
Probability:2/5
P a g e | 23
ANNEX 6: PROJECTS AND PROGRAMMES FOR COOPERATION
Title of the Project
Status
Funding
Source
Brief Description
Potential Areas of Cooperation
Expansion of EU Business Centers
Network (Phase 2)
Completed
EU
The project facilitated establishment of business development
centers in several provinces of Turkey, including in Malatya.
The beneficiary of the Project was TOBB, with provincial
chambers hosting the business centers (ABIGEMs).
Malatya ABIGEM renders business support and advisory
services to the SMEs in Malatya and neighboring provinces.
The Sustainability Competitiveness Centre should be designed
and activated in such a fashion that the SCC capitalizes on the
existing capacity of Malatya ABIGEM and avoids any
duplication or redundancy.
Technical Assistance for Empowering
SMEs for Networking and Regional
Cooperation
Ongoing
EU/TR
The project supports the Undersecretariat for Foreign Trade
(UFT) on improving networking and cooperation between the
Regional Competitiveness Operational Programme (RCOP)
and non-RCOP Regions.
The EU/TR-funded
The project will facilitate development of inter-regional and
regional cooperation and networking strategies, designing and
execution of intra- and inter-regional pilot actions,
development of cluster tools to be used by regional actors
and establishment of an online knowledge management
system, national benchmarking system and local cluster infospots within the local institutions (chambers, exporters’
unions, organized industrial zones etc.) in Çorum, Samsun,
Kahramanmaraş, Gaziantep and Trabzon.
Promotion of Registered
Employment in the T/A Industry in
Southeast Anatolia
Ongoing
EU/TR
UNDP/IBM Corporate Service Corps
Program
Ongoing
IBM/TR
P a g e | 24
The project is funded within the scope of IPA4 (Human
Resources Development), and aims at promoting registered
employment in the T/A industry in Adiyaman, Gaziantep, and
Kahramanmaras. UNDP implements the project in partnership
with ILO, Southeast Anatolia Project Regional Development
Administration, ITKIB, Gaziantep Chamber of Commerce, and
Kahramanmaras Chamber of Commerce and Industry.
The project will produce tools for raising awareness of the T/A
SMEs; as such there are clear complementarities between the
project and the JP.
IBM Corporate Services Corps have conducted needs
assessment on SMEs in Malatya with regard to value chain
management platform to be established within the scope of
the JP.
Title of the Project
Status
Funding
Source
Brief Description
Potential Areas of Cooperation
Development of Cluster Support
Programme for the Ministry of
Industry and Trade
Ongoing
TR
The project is implemented by the Ministry of Industry and
Trade in cooperation with UNDP. The project will produce a
programme, through which the MoIT will support clusters in
Turkey
UNDP has included the target regions of the JP into the scope
of the field analyses conducted within the scope of the
project. The clustering initiatives to be launched within the
scope of the JP may benefit from the Cluster Support
Programme.
Promoting Registered Employment
Through Social Dialog and Training
Ongoing
EU
The project is implemented by Öz-İplik–İş in partnership with
the Chamber of Commerce and Industry of Malatya. The
project aims to contribute to increase the rate of registered
workers in textile industry by providing vocational training
and awareness raising activities.
The project will produce tools and carry out training seminars
for raising awareness of the workers; as such there are clear
complementarities between the project and the JP.
P a g e | 25
ANNEX 7: COMMUNICATION MATRIX
Strategy Goal:
Increase networking and collaboration among T/A value chain actors and accelerate progress towards MDG1, MDG3 and MDG7 by raising awareness, strengthening
broad-based support and action and increasing engagement in MDG related policy and practice in Turkish T/A industry
Outcomes
Outputs
Key Messages
Targets
Means
Increase networking
and collaboration
among T/A value chain
actors
Increased Membership to
the Value Chain
Management Platform
 Value proposition
of VCMP in terms
of building real
time linkages
between buyers
and sellers
 T/A TNCs
 Meetings with TNCs,
 T/A SMEs
 Seminars with SMEs,
Increased SME
engagement in clustering
initiatives
 Sustainable cluster
chains can be
achieved
 T/A SMEs
Increased utilization of
SCC services
Support scheme
implemented
Increased awareness
on CSR (in particular
MDG1, MDG3, MDG7
and MDG8)
P a g e | 26
Report on CSR in Turkish
T/A
 Improving advisory
services for
competitiveness
Importance of good
governance,
transparency,
accountability and
fairness
 Adaptations of CSR
principles would
contribute to
competitiveness
Indicative Activities

1.1.2.1

1.1.2.3
 Needs assessment

1.2.1.1
 Group meetings with
T/A SMEs

1.2.1.2

 Seminars with T/A
Seminars
1.2.2.2

1.2.2.3
 T/A SMEs
 Training activities for
T/A SMEs and
Employees

1.3.1.5
 T/A SMEs
 Selection according
to dedication to
activities and needs
identification

1.4.1.5

T/A SMEs

T/N SMES
 Gathering statistical
information

2.1.1.1

2.1.1.4

2.1.2.1

2.1.2.5

2.1.3.1

2.1.3.4

National authorities( MoLSS,
MoI)
 Needs assessment
surveys
Cost $
Strategy Goal:
Increase networking and collaboration among T/A value chain actors and accelerate progress towards MDG1, MDG3 and MDG7 by raising awareness, strengthening
broad-based support and action and increasing engagement in MDG related policy and practice in Turkish T/A industry
Outcomes
Outputs
Key Messages
Targets
Means
Development of
awareness- raising
strategy


T/A SMEs
 Meetings

2.2.1.1

T/N SMES
 Surveys

2.2.1.3

National authorities( MoLSS,
MoI)
 Statistical
information

2.2.2.1

2.2.2.3

2.2.3.1

2.2.3.3

2.3.1.1

2.3.1.2
CSR advocacy strategy
developed
Promote JP activities
through media
Promote national and
local ownership and
capacity building
 CSR as
competitiveness
tool
 T/A SMEs
 T/N SMES
 Meetings with T/A
SMEs
 National authorities( MoLSS,
MoI)
 Surveys
 Statistics

Meetings with T/A
SMEs

Surveys
Statistics
Sustainable and
responsible
competiveness agenda
created for T/A industry
on national bases
 Linkage between
sustainability and
competitiveness
emphasised
 T/A SMEs
 National authorities

Increased awareness
about the aims, targets
and expectations of the
programme
 Importance of the
JP
 T/A SMEs
 Press
 Local Actors
 Brochures, leaflets
 Stakeholders
 Posters
Increase probability of
sustainability through
increased local support
 Increasing sense of
the state of
belonging for the JP
 T/N SMEs
 TAC Members
Indicative Activities

2.4.1.1

2.4.2.2
Cost $
25.000
 Local TV Channels
 T/A SMEs
 Press
 Local Actors/Institutions
 Brochures, leaflets
 Stakeholder
 Posters
 Members of TAC
 Local TV Channels
20.000
 Invitation to
meetings
 Visits
Total Budget
P a g e | 27
45.000
ANNEX 8: FORMATION OF TECHNICAL ADVISORY
COMMITTEE (TAC)
TAC has been envisaged as a set of platform for focused discussions, on key issues related to the objectives of the JP, as well as
the report which will be prepared on corporate social responsibility in textile sector. It will provide technical advice to support
JP implementation. TAC is comprised of a core membership, and a wider network of scientific community, ministerial staff and
other stakeholders might be invited to attend meetings with respect to the agenda. The core membership of TAC will consist
of 12-15 distinguished experts in their relevant fields.
The major topics stated in the JP document include inter alia
i.
value chain management portal,
ii.
clustering in textile sector
iii.
establishment of a research and advisory center
iv.
textile sector support programme
v.
CSR report
vi.
Sustainability
vii. Social conduct
viii. Gender sensitivity
ix.
Environmental conduct
Members of the PMC will not serve on the TAC except technical experts from relevant organizations. This committee will be
jointly coordinated by the PMC and the Programme Manager of the Joint Programme, and will consist of about 12 - 15 experts.
TAC core members will be selected among the competent nominees recommended by the PMC to be approved by the NSC.
TAC members will carry out the tasks below:

Provide technical guidance on implementation of the JP

Act as the selection committee of the Support Programme of the JP under Outcome 3,

Provide technical guidance on monitoring and evaluation of the awarded Grants Projects

Provide technical guidance on the process of development of Corporate Social Responsibility Report

Participate actively in the key events of the JP

Assist training activities of the JP
TAC will consist of 8 technical experts from relevant organizations such as MoIT, UFT, IGEME, MoLSS, İTKİB, KOSGEB, TUBITAK,
Governorate of Malatya, İstanbul Technical University TÜTSIS, DİSK TEKSTİL, TEKSİF, Öz İplik İş, Kalder, CSR Association Turkey,
and other stake holders who have competence in the fields of textile and apparel sector in Turkey, value chains and clustering,
competitiveness, sustainable development and corporate social responsibility, human rights, information and communication
technologies (ICT). It will meet regularly on February, July, and November.
P a g e | 28
Table20: Technical Assistance Committee
VCMP
MoIT
Clustering
Serdar ATAYETER
Research,
advisory
center
Support
scheme
Tolga ARICAN
MoLSS
UFT
Emrah SAZAK
İTKİB
IGEME
Ebru GÜLSOY
KOSGEB
Ayşe ÖĞÜNÇ
TUBITAK
Governor’s office of Malatya
Sait KABADAYI
TÜTSİS
Ceren ERMİŞ
Abdullah DURAN
DİSK-TEKSTİL
TEKSİF
Adnan ATEŞ
Özİplik-İş
Pınar
PEHLİVANOĞLU
KALDER
CSR Association Turkey
İstanbul Technical University
P a g e | 29
Asalettin
ASLANOGLU
Esin AÇIKGÖZ
Hürol KARLI
CSR
Sustainability
Social conduct
Gülşah YILMAZ
Ramazan ÖZKER
Gender
Environmental conduct