Appendix 9 swift baseline report by Shared Interest

ANNEX 9

DRAFT REPORT:

BASELINE REPORT - IMPROVING PRODUCER LIVELIHOODS IN SWAZILAND DRAFT REPORT PREPARED FOR:

SWAZILAND FAIRTRADE [SWIFT] 27 November 2015

Office # 1, First Floor, Gables Complex, Ezulwini | PO Box D334, Gables, H126 Tel/Fax: +268 2416-2317 | info@activquest.com | www.activquest.com

MEL_SFT15.Draft Report_18Jul15

TABLE OF CONTENTS 1

CHAPTER ONE: RESEARCH DESIGN & METHODOLOGY .................................................................................. 1 1.1

Background & Introduction................................................................................................................... 1

1.2

Research Purpose & Objectives ............................................................................................................ 1

1.3

Research Design .................................................................................................................................... 1

1.4

Sampling ................................................................................................................................................ 2

1.4.1

Survey Population ............................................................................................................................. 2

1.4.2

Sampling Frame ................................................................................................................................ 2

1.4.3

Sampling Method.............................................................................................................................. 2

1.4.4

Businesses......................................................................................................................................... 3

1.4.5

Producers .......................................................................................................................................... 3

1.4.6

Limitations of the sampling plan....................................................................................................... 3

1.4.7

Sample Size ....................................................................................................................................... 3

1.5

Data Collection ...................................................................................................................................... 4

1.5.1

Data Collection Methodology ........................................................................................................... 4

1.5.2

Translation ........................................................................................................................................ 5

1.5.3

Pre Testing ........................................................................................................................................ 5

1.5.4

Training ............................................................................................................................................. 6

1.5.5

Fieldwork .......................................................................................................................................... 6

1.5.6

Communication................................................................................................................................. 6

1.5.7

Performance & Quality Monitoring .................................................................................................. 6

1.5.8

Fieldwork .......................................................................................................................................... 6

1.5.9

Communication................................................................................................................................. 9

1.5.10 1.6

Data Analysis ......................................................................................................................................... 9

1.6.1

Data Preparation............................................................................................................................... 9

1.6.2

Data Storage ................................................................................................................................... 10

1.6.3

Analysis ........................................................................................................................................... 10

1.7

Debriefing ..................................................................................................................................... 9

Ethics ................................................................................................................................................... 10

1.7.1

General ........................................................................................................................................... 10

1.7.2

Research Design.............................................................................................................................. 11

1.7.3

Data Collection................................................................................................................................ 11

1.7.4

Analysis and Reporting ................................................................................................................... 11

1.7.5

Data Storage ................................................................................................................................... 12

CHAPTER TWO: FINDINGS ............................................................................................................................ 13

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Section 1: Demographics..................................................................................................................... 13

2.1.1

Businesss......................................................................................................................................... 13

2.1.2

Producers ........................................................................................................................................ 15

2.1.3

Business .......................................................................................................................................... 23

2.2 Section 2: Outcome 1 – Swazi Micro-Enterprises Operating As Sustainable Businesses Providing Local Employment ............................................................................................................................................ 26 2.2.1

Number of businesses operating as sustainable businesses .......................................................... 26

2.2.2

Percentage change in sales ............................................................................................................. 31

2.2.3

Producers and employees engaged ................................................................................................ 31

2.2.4

Markets accessed............................................................................................................................ 33

2.2.5

Trade shows .................................................................................................................................... 34

2.2.6

Training ........................................................................................................................................... 35

2.2.7

Star Tool.......................................................................................................................................... 35

2.3 Section 3: Outcome 2 – Medium and High Level Enterprises Having Increased Incomes for Producers and Created New Jobs Through Increased Sales Into New Markets ................................................................ 36 2.3.1

Number of businesses operating as sustainable businesses .......................................................... 36

2.3.2

Star Tool.......................................................................................................................................... 42

2.3.3

Sales and Growth ............................................................................................................................ 43

2.3.4

Training ........................................................................................................................................... 51

2.3.5

Trade Shows.................................................................................................................................... 52

2.4 Section 4: Outcome 3 – SWIFT Operating As A Viable and Sustainable Membership Network Providing Quality Services To Members and Advocating For Fairtrade in Swaziland....................................... 54 2.4.1

Capacity Building............................................................................................................................. 54

2.5 Section 5: Outcome 4 – Employees and Producers of Swift Member Businesses Have Improved Support for HIV/AIDS and WEll Being Issues In The Work Place ...................................................................... 58 2.5.1

Wellness Policy (Business) .............................................................................................................. 58

2.5.2

Wellness Knowledge, Attitudes and Practices (Business)............................................................... 65

2.6

Conclusion ........................................................................................................................................... 71

2.6.1

Outcome 1 ...................................................................................................................................... 71

2.6.2

outcome 2....................................................................................................................................... 71

2.6.3

outcome 3....................................................................................................................................... 71

2.6.4

outcome 4....................................................................................................................................... 71

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CHAPTER ONE: RESEARCH DESIGN & METHODOLOGY

1.1

BACKGROUND & INTRODUCTION

Social impact is the core of SWIFT’s mission, to improve the socio-economic position of producers and communities by providing training, trade linkages and fair trade advocacy for member businesses. SWIFT represents 5000+ producers (mostly rural females) nationally. They develop an annual strategic plan which includes objectives aligned to a triple bottom line. They set objectives to increase financial position (Profit), to develop staff (People) and to contribute to improvements in the community and environment they operate in (Planet). As a fair trade network, they assess members on impact against the 10 principles of fair trade, the first of which is to create opportunities for economically disadvantaged producers. SWIFT works with members to build capacity in strengthening sales to increase incomes of their producers and create employment. Swift ensures each member develops their social programmes to benefit staff and producers, and carry out studies with indicators to explore how the producers benefit. The current project contributes to the alleviation of poverty and social deprivation in Swaziland through supporting enterprise development to create economic opportunities. This addresses; a.

High unemployment, particularly for rural women. Unemployment is estimated at 41% (Swazi Population Census), with an increasing feminisation of poverty. Handcraft businesses have fewer barriers to entry for women, but need support to become strong, sustainable employers

Increasing wages to meet the needs of the 'working poor'. Swazi economic dependency ratios are high. For every 10 people working 23 people depend on them (MDG report 2012) pushing the working poor into poverty. 36% of the producers we surveyed report household finances getting worse even though wages had increased. There is a need to increase wages towards a living wage for improved quality of life.

Ensuring a sustainable support network is in place for on-going support to Swazi enterprises to continue addressing poverty alleviation through socially oriented economic development 1.2

RESEARCH PURPOSE & OBJECTIVES

The purpose of the study was to conduct a baseline survey for purposes of populating key programmatic indicators as derived from the program Monitoring, Evaluation and Learning framework in order to provide recommendations and lessons learnt to the project managers towards program implementation. 1.3

RESEARCH DESIGN

Based on the above objectives, which seek to populate and measure key programmatic indicators, the research was designed as a repeated cross-sectional study employing quantitative methods. With a repeated cross sectional design – a snapshot at one point in time followed by a snapshot at another period in time following a suitable interval – allows for an examination of trends and changes over time. The research questions for the study covered the 4 program outcomes, listed below, as part of the study. These areas are key components in the Monitoring and Evaluation system and form the basis on which programme indicators for SWIFT are monitored. 

Outcome 1: Swazi micro-enterprises operating as sustainable businesses providing local employment

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MEL_SFT15.Draft Report_18Jul15 

Outcome 2: Medium and high level enterprises have increased incomes for producers and created new jobs through increased sales into new markets



Outcome 3: SWIFT operates as a viable and sustainable membership network providing quality services to members and advocating for fair trade in Swaziland



Outcome 4: Employees and producers of SWIFT member businesses’ have improved support for HIV/AIDS and well-being issues in the workplace.

1.4

SAMPLING

1.4.1

SURVEY POPULATION

The survey population for the study was all categories of organizational and individual members as defined by SWIFT. 1.4.2

SAMPLING FRAME

The sampling frame for the study were SWIFT’s membership databases for businesses. For producers the sampling frame were all producers contracted as employees and producers that are non-employees who work for or are contracted by businesses that are members of SWIFT. 1.4.3

SAMPLING METHOD

In order to meet the objectives of the study the sampling methodology needed to identify and segment all types of SWIFT’s members. In addition it needed to generate large enough sample sizes for selected member strata to conduct statistically robust analyses with levels of precision at a minimum 95% confidence and error margins of 4%. To this end the study employed a stratified random sampling approach with disproportionate allocation. Disproportionate allocation is when particular strata in the sample is over- or under-represented. The survey population was stratified using the following two criteria as defined by SWIFT: first by business and producer. These categories were further segmented at the next level of stratification as follows: Business 

Level 1: Individual Handcrafters (one man/woman operation)



Level 2: Relatively new businesses (2 – 5 years) in handcraft industry; Formal businesses with director/owner and producers; Strong local/regional market often with own retail locations



Level 3: Expert-oriented and internationally competitive; In existence for several years and well established; Combination of producers and permanent employees

Producers 



Level 2 Producers (Producers that work for or are contracted by Level 2 businesses) o

Not Employed Producers

Employed Producers

Level 3 Producers (Producers that work for or are contracted by Level 3 businesses)

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1.4.4

Not Employed Producers

Employed Producers

BUSINESSES

A census of all businesses was employed in interviewing business respondents. Appointments were made with each respondent and the interview was conducted at a time, date and location convenient for the respondent during the study period. 1.4.5

PRODUCERS

Convenient sampling was used to select level 2 and level 3 producers. Interviewers were stationed at the meeting points on meeting days for the different producer groups. At each of these points the interviewersâ&#x20AC;&#x2122; l th intercepted every 5 person and selected that individual as a respondent. If the intercepted person refused to participate in the survey or was ineligible the interviewer then intercepted the next immediate person. If the th intercept was successful the interviewer conducted the interview before intercepting the next 5 person. No incentives were offered to the respondents for participating in the survey. 1.4.6

LIMITATIONS OF THE SAMPLING PLAN

There are some inherent limitations to using convenience sampling for the research. 1.

Since a non-probability sampling technique is employed for the producers, and no exhaustive sampling frame exists it is unlikely that the sample will be representative of the study population of interest. This will weaken the ability to make generalizations of the population being studied.

While the sample may be representative based on the variables set out in the quota, it may not be representative on other key variables.

1.4.7

SAMPLE SIZE

The sample size for any survey, is determined by the accuracy required for the estimates for each domain, as well as by the resource and operational constraints. The accuracy of the survey estimates depends on both the sampling error, which can be measured through variance estimation, and the non-sampling error, which results from all other sources of error, including response and measurement errors as well as coding, keying and processing errors. In a perfect setting of simple random sampling, the sampling error is inversely proportional to the square root of the sample size. On the other hand, the non-sampling error may increase with the sample size, since it is more difficult to control the quality of a very large survey operation. It is therefore important that the overall sample size be manageable for quality and operational control purposes. Given that the Survey sought to include a number of discrete indicators the computation of the minimum sample size required is complicated since it depends on the variance of each indicator. However, many of the indicators computed from the survey will be proportions, such as percentage of respondents that engage in X activity or chose Y action. In this case the computation of the sample size is simplified by the fact that the variance of a proportion is bounded. Assuming the maximum variance (0.5) the minimum level of precision is guaranteed. In order to ensure an acceptable level of precision and validity of the assessment results, an adequate sample will be drawn from the target population. The issues of availability of time and resources (financial and human) will also be considered when determining the sample size. The sample size will be calculated using the

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MEL_SFT15.Draft Report_18Jul15 following formula based on the following considerations; Level of Confidence Measure, Margin of Error (MOE), Baseline levels of the indicators, Design effect (Deff), Expected Response Rate and Number of Group Estimates. The ensuing formula will be used to determine the sample size for the quantitative study.

n

z12 p (1  p ) d2

Where n is the sample size, z is the confidence interval, p is the estimated prevalence and d is the margin of error. 2

N = {(1.65) (0.5) (1-0.5)}/ (0.05) N = 272

Adopting 90% as the response rate, the n will be adjusted by 2 for the group estimates and the adjustment for the design effect (DE) will be 1.00. The sample size will therefore be adjusted as follows: (272*1.0*2)/0.90 = 605 The final sample was thus 605. A total sample size of 605 respondents was segmented as illustrated in table 1 below. The sample size generated sample sizes for each segment that will ensure reliable analysis. Other individual and organizational demographics such as age, gender, size of organization, etc. were expected to fall naturally within the sample. Table 1 Sample Stratification Segment

Producer

Business

1.5

Category

Total Number

Percentage of Total

Sample

Level 2 - Producers

0.5%

2.8

Level 2 - Employed Producers

3.8%

22.7

Level 3 - Producers

861

44.2%

267.7

Level 3 - Employed Producers

953

49.0%

296.3

Level 1

1.1%

6.5

Level 2 - Business

0.9%

5.3

Level 3 - Business

0.6%

3.7

Total Sample

1946

100%

605

Adjusted Sample

DATA COLLECTION

The purpose of the study is to to populate and track key programmatic indicators in order to provide recommendations and lessons learnt to the project managers and implementation teams. To achieve this we used a mixed methods approach for collecting the required data. Our proposed data collection methodology outlined below allowed us to reach a diverse range of SWIFT members, obtain quality and accurate data and meet the required numbers for each stratum 1.5.1

DATA COLLECTION METHODOLOGY

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MEL_SFT15.Draft Report_18Jul15 A standardized structured questionnaire was used to collect quantitative data during the interview process. The interview was approximately 20-25 minutes in length. The survey tool was available both in English and siSwati. Due to the complexity and length of the questionnaire, data was collected through face-to-face Computer Assisted Personal Interviews (CAPI). 1.5.1.1

REASONS FOR THE DATA COLLECTION METHODOLOGY

A number of benefits arise as a result of our chosen methodology 

Face-to-face interviews allow the interviewer to build rapport with the respondent, which assists in achieving and maintaining cooperation and increases the quality of the data.



Face-to-face interviews also allow for a higher degree of flexibility in the interview process such as increased length of interview, use of stimulus materials, explanation and administration of complex questions, probing and prompting.



Since the data is captured electronically at the point of interview it removes the need for data capture at another location thus reducing the amount of time from data collection to reporting



Since field data is readily available almost immediately it allows for preliminary analysis to be run and any outliers or possible issues identified and corrected whilst field is still ongoing



The length of interview is reduced due to built-in logic and skip mechanisms allowing the interviewer to focus on the respondent and quality of data

1.5.1.2

LIMITATIONS OF THE DATA COLLECTION METHODOLOGY

There are some limitations with regards our chosen methodology and these are 

Some population groups may be less represented at the chosen locations for the survey. As a result some groups maybe overrepresented and others underrepresented.



There is a greater tendency in face-to-face methods for the respondent to give socially desirable responses so as to appear in the best possible light.



Interruptions from other members of the household or workforce or the presence of someone else in the room during the interview can impact on the quality of data being collected.

Although these limitations exist we believe the benefits of the proposed methodology far outweighed the limitations and the data collected was of adequate quality and precision to address the research objectives of the study. 1.5.2

TRANSLATION

Data collection tools were indigenised to ensure contextual relevance and appropriateness. The questionnaire was translated into siSwati. The translators had language skills comparable to siSwati competence in the source target and had experience with the wording of this type of document. 1.5.3

PRE TESTING

All tools were pre tested immediately on completion of development. Pre testing was conducted by the activQuest team and SWIFT. During the pre-test the tool was tested for logic, ease of administration, duration of interviews, translation and to run basic statistical analysis to develop the data analysis plan. A final revision

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MEL_SFT15.Draft Report_18Jul15 with a siSwati translation was developed based on the results of the pre-test exercise and signed off for data collection. 1.5.4

TRAINING

The interviewers were trained by the activQuest research team on the research process including presentation, bias elimination, sampling, ethics, questionnaire design, quality processes and interviewing techniques using various tools. Further, the team were briefed in detail with regards the project. Fieldworkers' were then introduced to the instrument, both in English and siSwati and discuss it at length to ensure understanding. The training further highlighted issues in the instrument including skip mechanisms, definition of respondents and their demographics, definition of terms, logic flows and how to administer the instruments through dummy runs. Dummy runs assisted the team in getting a practical understanding of the instrument. 1.5.5

FIELDWORK

Fieldwork commenced on completion of training and pre testing of survey tools. It was implemented by a team from activQuest and SWIFT over a period of three weeks. A sample replacement rate of 3% of respondents as well as a return rate of 5% was factored into the schedule of 3 additional days of spill over to cater for respondents that refused to participate in the survey on contact. 1.5.6

COMMUNICATION

PERFORMANCE & QUALITY MONITORING

A number of performance measurement and quality control mechanisms were built into the survey process and the survey tools. All completed returns were scrutinized on a daily basis to check for sampling compliance including respondent selection and compliance to quotas. The basic guideline is that every item should be accompanied by a valid code. The data collection tool was programmed with data quality control features including user login, logic checks, skip mechanisms, repeat variables and checks for data completeness. In addition, the ability of the tool to provide geo-tagging ensures that the data is actually collected on site, which assured a further layer of data validity. As a failsafe, a backup paper based questionnaire was used in the unlikely event of electronic system failure 1.5.8

FIELDWORK

Fieldwork commenced on completion of training and pre testing of survey tools. It was implemented by a team from activQuest and SWIFT. Quantitative data collection began on the 16th June 2015 and was

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MEL_SFT15.Draft Report_18Jul15 th

completed on the 10 July 2015 whilst qualitative data collection began on the 13 July 2015 and was rd completed on the 3 August 2015. 1.5.8.1

QUANTITATIVE DATA COLLECTION CHALLENGES & MITIGATION

This section gives a comprehensive narrative on the internal and external challenges faced during the ongoing data collection process to best put into perspective the low response rates and hence the delay in completion of data collection. A number of issues were encountered during the data collection process that may have consequences on the quality of the data. The significance of these issues however do not warrant any revisit of the process as they are mostly logistical in nature and corrective action was undertaken. 1.5.8.1.1 1.

BUSINESSES:

Challenge: Some businesses did not readily have all the information required to successfully respond to the survey questions. Such a challenge was observed particularly with the questions asking about annual sales. Some respondents could not respond to these questions thus this led to incomplete surveys. Mitigation: Questions that respondents had difficulty answering due to insufficient and accurate information were sent to respondents prior to interviews for preparation purposes. Incomplete surveys are to be complete upon completion of data collection, as respondents would have responded on those questions by then.

Challenge: Scheduled appointments with business owners at times had to be either rescheduled or cancelled as business owners were unavailable. This resulted in data collection taking longer than anticipated. Mitigation: Some of the business owners that were interested in participating, however could not find the time to be interviewed, were asked to self-administer the questionnaire using their own devices.

Challenge: Some businesses refused to participate in the survey, for example Eswatini Kitchen. This meant that the sample size target could not be reached thus affecting the N value. Mitigation: None. This will not affect the results.

1.5.8.1.2

PRODUCERS:

Challenge: Appointments were scheduled with producers during their meeting days and the numbers of producers attending the meetings were confirmed prior. From these numbers daily quotas were generated. However, producers scheduled to meet with and interview did not attend meetings in the expected numbers. Some producers did not attend the meetings at all. Taking into consideration that producers could only be intercepted during these meetings, the limited attendance thus resulted in the team being unable to meet daily quotas and sample size. Mitigation: Meetings with producers were rescheduled to meet target sample size.

Challenge: Most of the producers to be interviewed were located in remote areas far from the study office. This meant that travel time was longer and thus resulted in the data collection team arriving

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MEL_SFT15.Draft Report_18Jul15 late for appointments. In cases where data collection team arrived late one would find that most of the producers would have left to attend to other commitments. This led to the data collection team being unable to meet daily quotas and thus delaying data collection. Mitigation: Appointments were rescheduled to meet quotas. 3.

Challenges: Most of the eligible producers who did not attend meetings sent a friend or relative to attend on their behalf. This resulted in the team not meeting the sample size target as ineligible representatives could not be interviewed. Mitigation: Appointments were scheduled to meet with eligible respondents.

Challenges: Poor mobilization process. For example, producer mobilizers were at times uninformed about producer meeting dates and there was lack of communication between mobilizers and producers. Resulting to producers meeting without being interviewed. This challenge elongated the data collection period. Mitigation: Made prior confirmation with mobilizers to make sure that they have made correct communication to producers.

1.5.8.2

QUALITATIVE DATA COLLECTION CHALLENGES & MITIGATION

BUSINESSES:

Challenge: Securing appointments to interview businesses was difficult. This was a result of the fact that business owners were not completely comfortable to deal with the activQuest team with regards participating in the survey. They needed approval or confirmation from SWIFT first in order to participate in the survey. This resulted to delays in securing appointments and meeting the sample target. Mitigation: The SWIFT team was asked to deal with businesses with regards securing outstanding appointments in order to meet sample target.

Challenge: One of the businesses that had scheduled to be interviewed had to reschedule the appointment to a later date due to more pressing commitments they had to deal with. This resulted to the extension of the data collection period as daily quotas could not be met. Mitigation: Appointment was rescheduled to a more convenient date.

1.5.8.2.2 1.

STAKEHOLDERS:

Challenge: It was difficult to lock down stakeholders to participate in the survey even after an appointment was scheduled. This resulted to stakeholders scheduling appointments and later

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MEL_SFT15.Draft Report_18Jul15 cancelling and rescheduling. This also resulted to the data collection period taking longer than anticipated. Mitigation: Appointments were rescheduled to a more convenient date. 2.

Challenge: Some of the stakeholders were not available for the duration of the survey. This meant that appointments had to be scheduled with alternative representatives who are closely affiliated with SWIFT. This process took longer than anticipated, resulting to sample target not being met. Mitigation: Letters were sent out to relevant officers requesting alternative representatives who are closely affiliated with SWIFT to participate in the survey.

1.5.9

COMMUNICATION

activQuest met with the client on a regular basis. A field report, documenting the fieldworkersâ&#x20AC;&#x2122; highlights, challenges, observations and comments about experiences in field was submitted to the client on a regular basis during data collection. Any unforeseen developments during field were immediately reported to the Client, including any action that may have been taken. A log of such incidences was maintained and submitted regularly. 1.5.10 DEBRIEFING The interviewers were trained by the activQuest research team on the research process including presentation, bias elimination, sampling, ethics, questionnaire design, quality processes and interviewing techniques using various tools. Further, the team were briefed in detail with regards the project. Fieldworkers' were then introduced to the instrument, both in English and siSwati and discuss it at length to ensure understanding. The training further highlighted issues in the instrument including skip mechanisms, definition of respondents and their demographics, definition of terms, logic flows and how to administer the instruments through dummy runs. Dummy runs assisted the team in getting a practical understanding of the instrument. 1.6 1.6.1

DATA ANALYSIS DATA PREPARATION

The use of a CAPI system ensured that much of the necessary data preparation required in other approaches such as a paper based studies (both interviewer and self-administered) had been shortened significantly. There was no need for data entry as data was captured at the point of interview thereby eliminating data entry errors normally found when data capturing. Built-in logic and validation checks, skip mechanisms reduced the amount of time spent cleaning the data (e.g. checking for completeness and accuracy of returns). The next stage of data entry was to run frequencies on all variables to identify and correct where possible any input errors. As with this type of data collection input errors may occur when keying in responses. Although these were significantly reduced as the interviewer was responsible for keying in the responses it was not completely eliminated. Data was also be cleaned based on assessment of variable outliers, internal consistency, and item non-responses by the data management team. Data was anonymised to remove respondent identifiers and stored with a unique identifier to identify each case. This was done to ensure the confidentiality and anonymity of respondents as required.

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MEL_SFT15.Draft Report_18Jul15 1.6.2

DATA STORAGE

When each data collection survey was completed, all study materials were moved to activQuestâ&#x20AC;&#x2122;s office in Ezulwini. All copies of the database, data files, and data storage devices were encrypted and password protected and kept in a locked cabinet in the office, which was locked when unoccupied. Computers were protected by: masked passwords that are at least eight characters in length and include the use of upper case and special characters; require a change every 90 days; automatically locking after three unsuccessful password log-in attempts. All computers used to store data for this project were also regularly backed up to data storage devices to minimize risk of loss of data. 1.6.3

ANALYSIS

Data management and statistical analyses was performed using Statistical Package for Social Scientists (SPSS) version 22 and Excel. Analysis involved descriptive statistics (means, proportions and percentages) which are displayed using graphs and tables created using Microsoft Word and Excel. Analysis of Baseline data included descriptives for characterizing the overall sample as well as subgroups within the sample such as by gender, type of business, type of product and type of respondent. Analysis of the Baseline data provided pre-program estimates for indicators that define the study goals and objectives and other program indicators in the projectâ&#x20AC;&#x2122;s performance monitoring plan This constituted running frequencies for all variables mainly to establish baseline estimates for key indicators and outcomes of the program. The aim was to provide guidance towards setting realistic and feasible targets for change in the programâ&#x20AC;&#x2122;s performance monitoring and evaluation plan. 1.7

ETHICS

1.7.1

GENERAL

Explicit monitoring plans were developed for each stage of the research process to ensure that the study teams adhered to all provisions designed to protect the rights of voluntary participants during the study. The principal investigator (Research Manager, activQuest) in conjunction with other designated personnel did the following: 1.

Verified that informed consent was correctly administered for all participants.

As part of ethical considerations a suitable area within the location that is determined to be private enough for the respondent was chosen as the interview location. The ethics process iterated all efforts to ensure confidentiality including during the interview process to the respondent.

Verified that any events resulting in a breach of confidentiality had been reported, mitigated and documented if there were any.

Reviewed procedures for storing study data; ensured that information related to the study was kept confidential, and that only the necessary staff has access to that information.

This study methodology has been designed to address the following ethical principles: respect for persons, beneficence and justice. Efforts are made to protect individual autonomy, minimize harm and maximize benefits and equitably distribute risks and benefits by using procedures which are consistent with sound research designs that take these issues into consideration.

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MEL_SFT15.Draft Report_18Jul15 1.7.2

RESEARCH DESIGN



In order to ensure that the rights and responsibilities of all parties in the research process are protected we ensured that these are governed by a written contract.



All activQuest and subcontracted staff signed confidentiality agreements to ensure that the client’s identity and any confidential information that is provided for purposes of conducting the survey will not be disclosed without the client’s written permission unless there is a legal obligation to do so.

1.7.3

DATA COLLECTION



Informed consent was obtained from all the study participants after describing to them all the issues related to the study in detail. No subject was interviewed without their informed consent.



Interviewers were carefully trained in human subject’s protection, especially the importance of protecting privacy and confidentiality. No personal identifying information will be collected, i.e. photographs and names. Interviews will also be held in a neutral location.



The Research manager periodically reviewed data collected to ensure that no information was included that could identify the participant (i.e. notations on the surveys, etc.).



On recruitment, the respondents were provided with contact information for an activQuest employee who would be available to answer any questions they may have about the study.



As described in the sampling section above, subjects were selected randomly within known focal points for the study populations to ensure that participation was equitable.



Respondents were informed of any and all monitoring and observation during an interview both at recruitment and during the interview.



activQuest ensured that all of the following were clearly communicated to the Respondent before an interview took place: the name of the Interviewer (an Interviewer’s identity card must be shown if face-toface); an assurance that the Interview will be carried out according to the MRS, ESOMAR and SAMRA Code of Conduct; the general subject of the Interview; the purpose of the Interview; if asked, the likely length of the Interview; any costs likely to be incurred by the Respondent.



Respondents were informed that participation is voluntary and they are free to withdraw at any time during the course of the interview.

1.7.4

ANALYSIS AND REPORTING



The Project Manager verified and checked that all conclusions and recommendations from the study were adequately supported by the data.



A fieldwork and methodology report providing detailed technical information of the research process will be made available to the client and any interested party in order to assess the validity of published findings.



All data tables will be accompanied with sufficient technical detail to enable reasonable interpretation of the validity of results

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MEL_SFT15.Draft Report_18Jul15 

All reports will be accompanied with sufficient information to enable reasonable interpretation of the validity of results



The source of the data for any interpretations and conclusions will be made clear in each respective report or presentation

1.7.5

DATA STORAGE



During training and briefing all parties involved in the study will be made aware of their obligations regarding security of data.



All parties will be informed of the steps and procedures put in place in order to ensure data security and protect the privacy and confidentiality of both the client and respondents. These steps and procedures will be included in all contracts pertaining to this study.

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MEL_SFT15.Draft Report_18Jul15

CHAPTER TWO: FINDINGS

This chapter details the findings of the baseline 2.1

SECTION 1: DEMOGRAPHICS

2.1.1

BUSINESSS

Chart 1:Business registration status

100.0% 90.0% 80.0% 70.0%

63.6%

60.0% 50.0% 40.0% 30.0%

27.3%

20.0% 9.1%

10.0% 0.0% Not registered at all

Sole Trader

Private Limited Company

This section reports on the different demographics of businesses that participated in the study. The majority of respondents were the business owners, 75% L2 and 73% L3. According to the survey results, 9.1% were privately owned companies and 27.3% were still not registered. Chart 2: Product Category of Business

5.9%

35.3% 35.3%

23.5%

Accessories

Jewellery

Home dĂŠcor

Other

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MEL_SFT15.Draft Report_18Jul15 The survey results show that other products (5.5%) are the least produced items, while home dĂŠcor and accessories products were those with the most production of 35.3%.Jewelery was the second most production a 23.5%.

Chart 3: Operation Length of Business

100.0 90.0 80.0 69.2

70.0 60.0 50.0 40.0 30.0

23.1

20.0 7.7

10.0 0.0 1 - 5 years

6 - 10 years

More than 20 years

The majority of level 2 businesses (69.2%) have been operating for 1-5 years whilst 23.1% of businesses have been operating for 6-10 years and 7.7% of level 3 businesses have been operating for more than 20 years. Figures 1 above shows the length of operation of businesses according to category.

Chart 4: Annual sales

100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0

12.5

2550

5000

5108

9139

16948

38200

138402

4570000

10.0 0.0

The survey results show that the majority of surveyed level 1 businesses shows a stagnant (12.5%) in annual sales in the past year. Chart 4 above shows the average sales in the different markets by business category.

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MEL_SFT15.Draft Report_18Jul15 The majority of businesses reported sales of less than 138 402 rand across all the different markets with the exception of international markets where the majority of business reported sales of 4 570 000. 2.1.2

PRODUCERS

Figure 1: Producer demographic by Age by Gender

100%

92%

80%

60%

34%

40%

34% 25%

20%

22%

21%

13%

16%

13% 7%

0% Less than 25

26 - 35

36 - 45

46 - 55 Male

56 - 65

65+

Total

Female

The majority of respondents were predominantly female, with women accounting for 92% of respondents and men accounting for only 8%. Almost 60% of female producers were split almost evenly between the age groups 26-35, 36-45 and 46- 55, whilst the majority of male respondents were between the ages of 26- 35 and 36-45.

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MEL_SFT15.Draft Report_18Jul15 Figure 2: Relationship Status of Producer by Gender by Age

Total

18.2%

65+

5.7%

56 - 65

5.8%

46 - 55 36 - 45

1.9%

62.7% 45.7% 55.1% 62.4%

27.5%

Female

65+

5.7%

56 - 65

6.0%

46 - 55

68.3%

.8%

2.7%

1.2%

40.5%

64.1%

14.9%

45.7%

55.2%

31.3%

15.6% 1.0%

61.5%

7.6%2.2%

26 - 35

7.6%

2.5% 56.8%

16.6%

18.8%

75.2%

Less than 25

18.8%

77.2%

23.4%

1.9%

Less than 25

8.7% 72.9%

.9%

56.3%

Total

36.8%

56 - 65 Male

31.9%

9.5% 3.8%

26 - 35

36 - 45

45.7%

14.9% 1.0%

Total

14.1%

43.8% 10.5%

47.4%

50.0%

5.3%

50.0%

46 - 55

80.0%

36 - 45

23.1%

20.0%

15.4%

26 - 35

61.5%

Less than 25

7.7%

60.0%

0.0%

10.0%

Single

20.0% Co-habiting

30.0%

30.8%

20.0% 40.0%

Married

50.0% Widowed

60.0%

70.0%

Separated

20.0% 80.0%

90.0%

100.0%

Divorced

The survey results show that the majority of respondents fall under the “married” category with 62.7%, while the least proportion of respondents fall under the “Separated” category. Comparatively, observations made in figure 2 shows that females mostly contributed to the “married” group at 64.1% females and the “separated” group. The 64.1% of the female married category was mostly driven by the “26-35” (72.9%), “36-45” (77.2%), and “46-55” (61.5%) age groups. In contrast, the “46-55” male age group also contributed significantly to the “married” category at 80%. A relationship status category worth noting is the “single” where most of the women, at 56.3%, in the age group “less than 25” were single, whilst the majority of males, at 60% and 61.5%, fell in the “less than 25 %” and “26-35” age group.

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MEL_SFT15.Draft Report_18Jul15 Figure 3: Producer Level of Education by Gender by Age

Total

19%

37%

65+

63%

Total

56 - 65

25%

42%

30%

38%

21%

38%

65+

11%

27%

63%

56 - 65 Female

12%

31%

28%

37%

46%

46 - 55

39%

23%

36 - 45

22%

45%

22%

41%

24%

25%

32%

56 - 65

42%

50%

46 - 55

50%

40%

36 - 45

20%

23%

26 - 35

0.1

Primary

38%

20% 0

40%

31%

15%

Less than 25

42%

31%

Total

32%

29%

Less than 25

13%

44%

11%

26 - 35

22%

42%

Total

14%

44%

10%

Less than 25

Male

39%

22%

36 - 45

None

37%

45%

46 - 55

26 - 35

13%

28%

46%

20% 0.2 Secondary

0.3

60% 0.4

High School

0.5

0.6

College/University

0.7

0.8

0.9

Sebenta/Adult literacy

According to Figure 3, all male respondents had some form of formal education. On the other hand, there were increasing numbers of female respondents who had not attended any form of schooling as the age categories increased. For example, the majority of respondents aged 55 years and younger had some form of primary, secondary or high school education, whilst for those above 55 years of age, no respondent had obtained any education higher than secondary school level. 63% females aged 65+ had no form of education and 46% of those aged 56-65 had none, whilst 50% of males aged 56- 65 had primary education and 50% had secondary education. This reflects the education gap that exists between genders and age groups.

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MEL_SFT15.Draft Report_18Jul15

Speak English

Read English

Write English

Speak siSwati

Read siSwati

Write siSwati

Figure 4: Producer Literacy Levels by Gender

Total

17%

Female

18%

Male

63%

19% 87%

Total

15%

Female

16%

Male

65%

18%

66%

19%

64%

20% 89%

Total

92%

Female

91%

Male 3%

97%

Total Female

48%

Male Total

45%

17%

37%

46%

50%

42%

Total Female

16%

41%

43%

42%

53%

5% 10%

20%

14%

40%

46%

19%

38%

43%

Female

Male

17%

34% 45%

11%

Male

20%

35%

45%

30%

40%

Not at all

50% A little

60%

70%

80%

90%

100%

Very well

The survey results showed that the majority of respondents, both male and female, could speak, read and write siSwati very well. 90% of men reported that they could read siSwati very well, while only 64% of female respondents reported the same. Similarly, with regards to writing siSwati, 86.8% of men indicated they could write siSwati very well, compared to 62% of women. On the other hand, English literacy rates were least amongst females, where 46% of women reported they could not speak or read English at all compared to less than 10% of men who reported the same. Comparatively, it is worth noting that as observed with level of education, women continue to not only be the least educated but are also the ones with the least literacy rates.

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MEL_SFT15.Draft Report_18Jul15 Figure 5: Number of Dependents Producers Support by Gender 35%

33% 29%

30% 25%

23% 21%

20%

18% 16%

16%

15% 10%

14%

10%

5% 0% 0-2

3-4

5-6

% of Males

7-8

% of Females

Greater than 8

Total

Figure 5 above illustrates that for both male and female respondents, approximately 33% of male respondents and 29% of female respondents had 5-6 dependents, followed by 3-4 dependents at 23% and 21% respectively for male and female respondents. 2.1.2.1

INCOME

Figure 6: Sole Income Earner by Gender The survey results show that 71% of males are sole income earners, while 53% are females. 80% 71% 70% 60%

54%

53% 47%

50%

46%

40% 29%

30% 20% 10% 0% Male

Female Yes

Total

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MEL_SFT15.Draft Report_18Jul15 Figure 7: Other Household Income Contributor by Gender 70% 62% 60% 50%

45%

40% 27%

30% 20%

18%

18% 9%

10%

18% 11%

9% 2%

0% 0%

Friend

Other

0% Spouse

Partner (Not Married)

Children % of Males

Parents

Relatives

% of Females

Total

Figure 7 illustrates that of the 29% of males who reported that they were not sole income earners indicated that 18% were spouses, 9% were partners, 27% children and 45% were relatives. Compared to females who indicated that they were not sole income earners, 62% were spouses, 18% children and 11% were relatives. Looking at who else contributed to the income of the household, the majority of men 45% said it was relatives with 27% reporting that it was their parents. This was in stark contrast to female respondents who indicated their spouse (62%) followed by their children (18%). Figure 7 below shows who else contributes to the household income by gender. Figure 8: Income Category by Gender 90%

81%

80% 70%

63%

60% 50% 40% 30%

21%

20%

11%

10%

4% 3%

8% 0%

0% Less than 500

501 - 1000

1001 - 1500 % of Males

1501 - 2000

2001 - 2500

% of Females

2501 - 3000

Greater than 4000

Total

According to Figure 8 above, a number of females (81%), earned an income of less than 500 while 11% earned 501- 1000. On the other hand, the figure indicates that 63% of males earned an income of less than 500 while 21% earned 501- 1000 and 8% of males earned an income of greater than 4000.

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MEL_SFT15.Draft Report_18Jul15

2.1.2.2

SPENDING HABITS

Exploring producer spending habits, the most common expenditures were health, transport, accommodation and dependent support. Accommodation was the most popular amongst those aged less than 25 (40%), whilst transport was the most popular amongst those aged 26-35 (27%). Health was a great expenditure amongst those aged 36 â&#x20AC;&#x201C; 65 (36%), whilst clothing was the main expenditure for those aged 65+ (100%). Looking at it by gender, dependent support (50%) was the most common expenditure while health (25%) and savings (25%) were evenly split for men, whilst for women, expenditure was split around health (26%), clothing (19%), transport (17%) and dependent support (15%). Figure 9 below shows the areas where producers predominantly spend their income disaggregated by age and gender.

Total

Figure 9: Spending Habits by Gender by Age

17%

26%

16%

65+

Age Category

16%

100%

56 - 65

67%

46 - 55

33%

17%

36 - 45

26 - 35

33%

36%

18%

14%

Male

10%

20%

17%

26%

25% 0%

29%

18%

20%

19%

17%

14%

27%

40%

Female

25%

18%

Less than 25

Gender

17%

20%

15%

50% 20%

30%

40%

50%

14%

15%

25% 60%

70%

Food & Beverages

Accommodation (Rent)

Clothing

Education

Health

Transport

Dependents Support

Savings

Leisure

80%

90%

100%

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MEL_SFT15.Draft Report_18Jul15

Total

Figure 10: Primary Decision Maker of Income Expenditure by Age by Gender

75%

20%

65+

97%

Age Category

56 - 65

87%

46 - 55

83%

36 - 45

27%

58%

Less than 25

Gender

14%

70%

26 - 35

34%

73%

Female

75%

Male

74% 0%

Self

Spouse

10%

20%

30%

Partner (Not Married)

40% Parent(s)

20%

16% 50%

60% Children

70% Relative

80% Friend

90%

100%

Other

Figures 10 above highlights the primary decision maker of household income disaggregated by age and gender. Across all categories the producers reported themselves as the primary decision maker followed by their spouse. 74% of male producers reported themselves as primary decisions makers whilst 75% of females reported themselves as the primary decision makers. When looking at it by age, a large majority reported themselves at the primary decision makers; 73% for those less than 25, 58% for those between 26-35, 70% for 36-45 age group, 83% for 46-55, 87% for 56-65 and 97% for those aged 65+.

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MEL_SFT15.Draft Report_18Jul15

Total

Figure 11: Member of A Saving Scheme by Age by Gender

65+

Age Category

37%

63%

56 - 65

49%

51%

46 - 55

39%

61%

36 - 45

31%

69%

26 - 35

42%

58%

Less than 25

Gender

41%

59%

57%

43%

Female

38%

62%

Male

71%

29% 0%

10%

20%

30%

40% Yes

50%

60%

70%

80%

90%

100%

With regard to saving behaviour, the majority of respondents across all age categories, except for the less than 25, stated that they were a member of a saving scheme. When disaggregated by gender, 62% of female respondents said they were a member of a saving scheme, whilst only 29% of male respondents reported the same. Figure 11 above illustrates that females ascribe more to the saving tradition than males 2.1.3

BUSINESS

This section reports on the different demographics of businesses that participated in the study. The majority of respondents were the business owners, 75% L2 and 73% L3. According to Figure 12 below, 18% were CEOs for L3 and only 9% were COO.

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MEL_SFT15.Draft Report_18Jul15 Figure 12: Position of Business Respondent 80%

75%

74%

73%

70% 60% 50% 40% 25%

30%

18%

20%

10%

13% 4%

0% Level 2: Business

Level 3: Business

Total

Owner

C.E.O/Managing Director/Executive Director

C.O.O/Operations Manager/Operations Director

Other

Figure 13: Operation Length of Business 70%

64%

60% 50% 50% 40%

35% 30%

30% 20%

17%

18% 18%

17% 17%

17% 9%

10%

0% Level 2: Business Less than 1 year

Level 3: Business 1 - 5 years

6 - 10 years

11 - 15 years

Total More than 20 years

The majority of level 2 businesses (50%) have been operating for 1-5 years whilst 64% of level 3 businesses have been operating for more than 20 years. Figures 13 above shows the length of operation of businesses according to category.

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MEL_SFT15.Draft Report_18Jul15 Figure 14: Product Category of Business 90%

82%

80% 65%

70% 58%

60% 50% 50%

42%

39%

36% 36%

40%

35%

30% 30%

25%

20% 9%

10%

9% 4%

0% Level 2: Business

Level 3: Business

Total

Accessories

Jewellery

Home dĂŠcor

Value added beauty products

Value added food products

Other

The survey results show that value added beauty products (8% for L2) are the least produced items, while home dĂŠcor products are those with the most production (82% for L3) and an overall total of 65%. Figure 14 below illustrates the different product categories for level 2 and level 3 businesses.

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MEL_SFT15.Draft Report_18Jul15 2.2

SECTION 2: OUTCOME 1 â&#x20AC;&#x201C; SWAZI MICRO-ENTERPRISES OPERATING AS SUSTAINABLE BUSINESSES PROVIDING LOCAL EMPLOYMENT

This section reports findings primarily for Level 1 businesses in order to provide baseline estimates for outcome 1 of the Monitoring and Evaluation Learning (MEL) framework. 2.2.1

NUMBER OF BUSINESSES OPERATING AS SUSTAINABLE BUSINESSES

Indicators Corporate Governance & Ethics

Baseline Indictor by Business Clusters L1

Number of businesses knowledgeable about the definition of Corporate Governance

Number of businesses knowledgeable about the value of Corporate Governance

Number of businesses that have corporate governance policies

Number of businesses unsure about the application of corporate governance to their businesses Number of businesses with a clear code of conduct

12 6

Number of businesses that are very transparent with regards to their operations

Number of businesses that strive for ethical and social practice transparency

Number of businesses with ethical operations

Number of business owners that value the implementation of a corporate governance policy for the effective operation of businesses.

Number of business owners that value ethics

Number of business owners do not value ethical practices for small businesses

Number of business owners value transparency in all business operations

Number of businesses owners that value a code of conduct for businesses

The survey results show that 12 level 1 businesses are knowledgeable about the meaning of corporate governance, while 9 of the businesses are knowledgeable about the value of corporate governance. From the observations made in table 1, 4 level 1 businesses have corporate governance policies in place, while 12 businesses indicated that they were unsure about the application of corporate governance to their businesses. Even though majority of businesses were unsure about the application of corporate governance to their businesses, 15 businesses indicated that they are very transparent with regards their operations and valued the implementation of corporate governance policy for the effective operation of businesses. On the other hand, with regards attitude towards corporate governance, 14 indicated that they value ethics; 13 indicated that they value transparency in all business operations and code of conduct for businesses.

Indicators

Baseline

Research & Analytics Page | 26

MEL_SFT15.Draft Report_18Jul15 Indictor by Business Clusters L1

Business Compliance Number of business owners knowledgeable about business license or permit requirement for a business to operate

Number of business owners that are knowledgeable about the business permit application process

Number of business owners knowledgeable about taxes that apply to their businesses

Number of business owners that knowledgeable about tax filing process

Number of businesses with a business license or permit

Number of businesses that have applied for a business license or permit

Number of businesses that have a current tax clearance certificate

Number of business owners that believe in the value of business license or permit procurement for the operation of businesses

Number of business owners that value the payment taxes

The survey results show that 12 level 1 businesses are knowledgeable about the requirement s for businesses to operate and 11 businesses are knowledgeable about the licensing application process. On the other hand, knowledge around taxes is least with 7 businesses being aware of the taxes that apply to their businesses and 4 are knowledgeable about the tax filing process. The limited knowledge displayed was further observed in the application of the knowledge as 8 businesses indicated that they had a license or permit to operate while 6 businesses possessed a current tax clearance certificate. Lastly, 12 businesses had a positive attitude towards paying taxes while 9 businesses value businesses license procurement for the operation of a business.

Indicators Financial Strength & Stability Number of business owners that are knowledgeable about the definition of Cash flow Number of business owners that are knowledgeable about the definition of Record keeping

Number of business owners who are knowledgeable that effective management of cash flow requires:

Number of business owners who

Maintaining up to date records Managing accounts receivables Managing accounts payables Forecasting expenditure Forecasting Income Being knowledgeable about the amount of revenue being generated Maintaining sales records

Baseline Indictor by Business Clusters L1 14 15 15 15 15 14 14 14 15

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MEL_SFT15.Draft Report_18Jul15 are knowledgeable that effective financial record keeping requires:

Number of business owners who are knowledgeable that effective operational record keeping requires:

Maintaining accounts receivables Maintaining accounts payable Maintaining payroll records Maintaining petty cash records Maintaining income statements

13 13 14 15 15

Maintaining cash flow statements need to be maintained

Maintaining inventory records preparing product lists preparing product specification sheets preparing employee and producer records preparing production processes preparing costing and pricing records preparing customer databases

14 14 13 14 14 14 14

Number of business owners that have identified all cash flow requirements for their businesses

Number of businesses that have developed a financial record keeping system Number of businesses that regularly update the financial record keeping system Number of businesses that have developed an operational record keeping system Number of businesses that regularly update the operational record keeping system Number of business owners who value the role of preparing cash flow records in the success of a business

12 10 9 7 15

Business owners that believe that having a financial record system is important for businesses

Number of business owners who value an operational record system

The survey results show that between 13 and 15 level 1 businesses are knowledgeable about the definition of cash flow and record keeping; cash flow requirements, financial record keeping and operational record keeping. Generally businesses are knowledgeable about the key components of cash flow management, financial and operational record keeping management with a fair distribution of the level of awareness. Table 3 shows that level 1 businesses generally, engage in activities to ensure effective operational and financial record keeping as well as effective management of cash flow. The number of businesses, however, that engage in activities to ensure effective operational and financial record keeping were lower than those that displayed awareness of key financial issues falling between 7 and 12. Lastly, 15 businesses have a positive attitude towards the value in having a financial and operational record keeping system.

Baseline Indictor by Business Clusters L1

Indicators Strategic Planning Number of businesses that are knowledgeable about the definition of strategic planning

Number of businesses that are knowledgeable about the value of a marketing strategy

Number of businesses knowledgeable about the definition of a value proposition

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MEL_SFT15.Draft Report_18Jul15

Number of business owners that are aware of their competitors

Number of business owners who are knowledgeable about quality assurance systems and processes

Number of business owners who are knowledgeable about timely delivery systems and processes

Number of businesses that frequently check on how they are performing against objectives set out in their business plan (monthly)

Number of businesses that regularly are regularly innovative

Number of businesses that use a computerized system for their operations

Number of businesses that have a marketing strategy

Number of businesses that have an in-depth market research informed marketing strategy

Number of businesses that have a business sustainability indicator monitoring system

Number of businesses that reach targets set out in their strategic session

Number of businesses that have annual strategic planning sessions

Number of businesses that have quality assurance systems and processes

Number of businesses that follow the quality assurance systems and processes

Number of businesses that timely delivery assurance systems and processes

Number of businesses that follow the timely delivery assurance system

Number of business owners believe competitive advancement can be driven by technological advancement

Number of business owners who value in-depth market research in informing marketing strategy

Number of business owners that value maintaining quality of products

Number of business owners value maintaining timely delivery of orders

The survey results show that between 13 and 15 businesses are knowledgeable about key components of strategic planning. 15 businesses are knowledgeable about the definition of strategic planning; value of a marketing strategy; and their competition. On the other hand, a significant number of businesses do not practice strategic enhancing activities to better do business. For example, 2 businesses regularly innovate, with 7 utilizing computerized systems for their operations, and adopt a marketing strategy. 5 businesses have a business sustainability indicator monitoring system and 3 reach targets set out in their strategic session. Lastly 15 businesses had a positive attitude towards technological advancement, maintaining quality and timely delivery of products. Even though a majority of businesses displayed a positive attitude towards strategic issues, 3 businesses highlighted that they value in-depth market research in informing marketing strategy.

Indicators

Baseline Indictor

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MEL_SFT15.Draft Report_18Jul15 by Business Clusters Human Resources & Environmental and Social Responsibility

Number of business owners who are knowledgeable employee performance measurement

Number of business owners who are aware about wage payment obligations

Number of business owners who are aware of their responsibility in ensuring of payment of all appropriate taxes

Number of business owners who are aware of their responsibility in ensuring the implementation of safety measures

Number of business owners who are aware of their responsibility in ensuring implementation of grievance procedures

Number of business owners that value a performance measurement system

Number of business owners who are aware of the amount of pollution/waste created by their businesses Number of business owners who are knowledgeable about social responsibility

Number of businesses that have social targets

14 12

Number of businesses that take steps to limit pollution/waste produced by the company

Number of business owners who believe that social targets do not add value to businesses rather they are a financial drain to businesses

Number of business owners who believe that limiting environmental spill overs is their responsibility.

The survey results show that between 13 and 15 businesses are knowledgeable about issues related to human resource and environmental as well as social responsibility. Businesses displayed the most awareness around issues concerning human resources where 14 aware of the responsibility of ensuring the implementation of safety measures; implementation of grievance procedures (15); as well as social responsibility (14). Evidently, the results also showed that, the majority of businesses that displayed knowledge around the above mentioned issues, businesses were also actively engaged in activities that display the application of the knowledge. On the other hand, businesses owners displayed the most positive attitude towards social responsibility. 14 businesses indicated that they believe that limiting environmental spill overs is their responsibility, while 13 businesses believe that social targets adds value to businesses.

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MEL_SFT15.Draft Report_18Jul15

2.2.2

PERCENTAGE CHANGE IN SALES

Figure 15 : Sales at Baseline

100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0

12.5

2550

5000

5108

9139

16948

38200

138402

4570000

10.0 0.0

The survey results show that the majority of surveyed level 1 businesses (12.5%) made sales between 2550 and 4570000 within the past year. 2.2.3

PRODUCERS AND EMPLOYEES ENGAGED

Figure 16: Employees engaged

100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0 0

How many male employees How many female employees do you have? do you have?

Total number of employees

Figures 16 above shows the number of employees level 1 businesses have by gender. 50% of the surveyed level 1 businesses have not engaged employees, while 16.7% have a total number of 1 employee and 33.3% have a total of 2 employees. 50% of the businesses reported to have male 1 employee, while 33.3% of the businesses reported to have 1 female employee.

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MEL_SFT15.Draft Report_18Jul15 The above results suggest that Level 1 businesses do not employ a large number of employees. The results also show that a large percentage of Level 1 businesses employ more males (50%) than females (33.3%).

Figure 17: Producers engaged

100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0 0

How many male producers do How many female producers do you you have? have?

Total number of producers

The survey results show that level 1 businesses engage producers more than employees. 60% of level 1 businesses have engaged one male producer, while only 23.1% have engaged 1 female producer. On the one hand, 20% of the businesses have engaged 2 male producers, and 10% have engaged up to 12 male producers. While on the other hand, 23.1% of level 1 businesses have engaged 2 female producers, and only 7.7% businesses have engaged up to 18 female producers Chart 5: Producers and employees engaged

100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0

75.0

36.4

8.3

Stayed the same in the last 12 months

Increased in the last 12 months

In the last 12 months would you In the last 12 months would you say that your number of producers say that your number of has: employees has:

Some of the respondents (36.4%) indicated that their number of employees stayed the same in the last 12 months. Majority of the respondents (75%) indicated that the number of producers engaged has stayed the same in the last 12 months, while only a few (8.3%) reported to have increased the number of producers

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MEL_SFT15.Draft Report_18Jul15 engaged in the last 12 months. The results above indicate that a majority of businesses had the same number of employees and producers in the last 12 months and also that there was a very low number of producers coming in within the last 12 months.

2.2.4

MARKETS ACCESSED

Chart 6: Markets Currently Accessed

100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0 100

2550

5000

5108

9139

200000

What were your total annual sales from your sales in Swaziland

8000

1700

What were What were your total your total annual sales annual sales from your from these sales in South regions? Africa

The survey results show that varying proportions of business have accessed markets in Swaziland;16,7% of the level 1 sales in Swaziland were sold across the board from 100 to 20,0000 rand. The total annual sales of level 1 businesses in South Africa were 100% in the 8000 region and the total business sales in the region 1700 was also 100%. Compared to the level 1 business sales in Swaziland the South African sales are higher by 83.3%. The difference between the number of level 1 businesses suggest that products developed get greater exposure and are of a much greater appeal to the international market.

Research & Analytics Page | 33

MEL_SFT15.Draft Report_18Jul15

2.2.5

TRADE SHOWS

Chart 7: Businesses Attending Trade Shows

100.0 90.0 80.0 66.7

70.0 60.0 50.0 40.0

33.3

30.0 20.0 10.0 0.0 Yes

Looking at the graph below 33.3% businesses attended an event not organised and facilitated by Swift. However, 66.7% of the businesses attended events organised or sponsored by Swift. The Figure below shows attendance of businesses events not organised or facilitated by Swift in the last 12 months.

Chart 8: Sales from Trade Shows

100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0

25.0

600

4933

50000

20.0 10.0 0.0

Research & Analytics Page | 34

MEL_SFT15.Draft Report_18Jul15 The survey results show that a greater proportion of businesses have attended an event organised/facilitated or sponsored by SWIFT in the last 12 months when compared to those who have attended one not organised by SWIFT. In addition the Figure shows the total sales in level 1 businesses made from these events was 50,000 rand. 25% of the businesses made 0 rands and 25% of the businesses made 600 rand and 25% of the businesses made 4933 rand and the last 25% of the businesses made 50,000 rand. 2.2.6

TRAINING

According to the survey results, overall, 85% of businesses reported being very satisfied with the training they had received from SWIFT with the remaining 15% reporting being satisfied. Ninety-five percent (95%) of level 1 businesses who had attended SWIFT training reported the training knowledge as being very helpful to them growing their business, and only 5% reported otherwise. 50% of businesses indicated that they had a business plan with 50% indicating otherwise. Figures 18 and 19 illustrate this. Figure 18: Satisfaction and Usefulness of Training Not helpful 5%

Satisfied 15%

Very satisfied 85%

Very helpful 95%

Figure 19: Business Has Developed A Business Plan

No 50%

2.2.7

Yes 50%

STAR TOOL

This section highlights confidence and self- evaluation of business owners, disaggregated by levels.

Research & Analytics Page | 35

MEL_SFT15.Draft Report_18Jul15 Figure 20: Star Tool Rating For Level 1 Businesses

Self Worth (6.1) 7.0 Flexibility (6.5)

Confidence (6.3)

6.5 6.0 5.5

Risk Management (6.4)

Community Status (6.1)

5.0

Commitment (6.2)

Motivation (6.6)

Ambition (6.4)

Business Outlook (5.9)

The survey results show that community status and business outlook were the lowest scoring areas amongst Level 1 businesses star tool ratings. Figure 20 highlights that motivation, flexibility, ambition and risk management were the high scoring areas for Level 1 businesses. Regarding business outlook low scoring areas were overall satisfaction with the progress their business had made thus far and excitement about the direction their business/work was taking. Regarding community status low scoring areas were that business felt their communities do not understand the value of their business/work to them and that communities do not utilise their skills and knowledge as much as they would like them to. 2.3

SECTION 3: OUTCOME 2 â&#x20AC;&#x201C; MEDIUM AND HIGH LEVEL ENTERPRISES HAVING INCREASED INCOMES FOR PRODUCERS AND CREATED NEW JOBS THROUGH INCREASED SALES INTO NEW MARKETS

This section presents the baseline findings for level 2 and level 3 businesses in response to outcome 2 indicators. 2.3.1 2.3.1.1

NUMBER OF BUSINESSES OPERATING AS SUSTAINABLE BUSINESSES CORPORATE GOVERNANCE

Table 1 : Corporate Governance

Indicators Corporate Governance & Ethics Number of businesses knowledgeable about the definition of Corporate Governance

Baseline Indictor by Business Clusters L2

L3 12

Overall 11

Research & Analytics Page | 36

MEL_SFT15.Draft Report_18Jul15

Number of businesses knowledgeable about the value of Corporate Governance

Number of businesses that have corporate governance policies

Number of businesses unsure about the application of corporate governance to their businesses Number of businesses with a clear code of conduct

Number of businesses that are very transparent with regards to their operations Number of businesses that strive for ethical and social practice transparency Number of businesses with ethical operations Number of business owners that value the implementation of a corporate governance policy for the effective operation of businesses. Number of business owners that value ethics Number of business owners do not value ethical practices for small businesses Number of business owners value transparency in all business operations Number of businesses owners that value a code of conduct for businesses

The survey results show that 23 out of 23 businesses at level 2 and 3 are knowledgeable about the meaning of corporate governance, while 20 out of 23 businesses are knowledgeable about the value of corporate governance. From the observations made in table 1, 10 out of 12 level 2 businesses are aware of the value in corporate governance while 10 out 11 level 3 businesses displayed awareness around the same issue. Variation with regards application of corporate governance activity is also observed in the table above, where level 2 businesses appear to have a higher rate of application when compared to the level 3 businesses. For example, 8 level 2 businesses indicated that they have implemented corporate governance policies while only 6 level 3 businesses indicated the same; 11 level 2 businesses strive for ethical and social practice transparency while 9 level 3 businesses agreed to doing the same. On the other hand, with regards attitude towards corporate governance, 23 out 23 businesses indicated that they value ethics; 21 out 23 indicated that they value transparency in all business operations and code of conduct for businesses. These positive attitudes were driven by both level 2 and level 3 businesses. Even though both business clusters possessed a positive attitude towards corporate governance, it is worth highlighting that 11 out 11 level 3 businesses indicated that they do not value ethical practices for small businesses while 1 out of 12 level 2 businesses concurred.

2.3.1.2

BUSINESS COMPLIANCE

Table 2 : Business Compliance

Baseline Indictor by Business Clusters

Indicators

Research & Analytics Page | 37

MEL_SFT15.Draft Report_18Jul15 Business Compliance

Overall

Number of business owners that knowledgeable about tax filing process

Number of businesses with a business license or permit

Number of businesses that have applied for a business license or permit

Number of businesses that have a current tax clearance certificate

Number of business owners that believe in the value of business license or permit procurement for the operation of businesses

Number of business owners that value the payment taxes

Number of business owners knowledgeable about business license or permit requirement for a business to operate Number of business owners that are knowledgeable about the business permit application process Number of business owners knowledgeable about taxes that apply to their businesses

The survey results show that 21 out of 23 businesses at level 2 and 3 are knowledgeable about the requirement s for businesses to operate and 21 out of 23 businesses are knowledgeable about the licensing application process. On the other hand, knowledge around taxes is least with 17 and 15 out of 23 businesses are aware of the taxes that apply to their businesses and about the tax filing process. Observations made in table 2 show that level 2 businesses contributed to the low rates of awareness around tax issues, where 4 to 6 businesses displayed awareness of tax processes. Even though level 2 businesses displayed limited knowledge around tax issues, it appears that more of level 2 businesses have a current tax clearance certificate (8 out 12) while only 4 out of 11 level 3 businesses concur. This suggests that in as much as a particular cluster appear knowledgeable about business compliance issues, such knowledge does not translate to practice. Lastly, 22 out of 23 businesses had a positive attitude towards paying taxes, where 11 level 2 and 3 businesses indicated that they valued the payment of taxes. On the other hand, 19 out of 23 businesses said that they value businesses license procurement for the operation of a business. A close interrogation of the findings highlights the anomaly in the results where businesses generally displayed most awareness and application of business licensing while businesses displayed the opposite with regards tax compliance issues. From this observation one would expect most businesses to have a positive attitude around businesses license compliance. The findings however, display contrary to this. 2.3.1.3

FINANCIAL SUSTAINABILITY

Table 3: Financial Strength and Stability

Baseline Indictor by Business Clusters

Indicators Financial Strength & Stability

Overall

Number of business owners that are knowledgeable about the definition of Cash flow

Research & Analytics Page | 38

MEL_SFT15.Draft Report_18Jul15 Number of business owners that are knowledgeable about the definition of Record keeping Maintaining up to date records Number of business owners Managing accounts receivables who are Managing accounts payables knowledgeable Forecasting expenditure that effective management of Forecasting Income cash flow Being knowledgeable about the amount of revenue being requires: generated Maintaining sales records Number of Maintaining accounts receivables business owners Maintaining accounts payable who are Maintaining payroll records knowledgeable that effective Maintaining petty cash records financial record Maintaining income statements keeping Maintaining cash flow statements need to be maintained requires: Maintaining inventory records

11 11 12 12 12

11 11 10 9 10

22 22 22 21 22

12 10 11 11 10 12 10

11 11 11 11 11 11 11

23 21 22 22 21 23 21

preparing product lists

preparing product specification sheets

preparing employee and producer records

Number of business owners who value the role of preparing cash flow records in the success of a business

Business owners that believe that having a financial record system is important for businesses

Number of business owners who value an operational record system

Number of business owners who are knowledgeable that effective operational record keeping requires:

preparing production processes preparing costing and pricing records

preparing customer databases Number of business owners that have identified all cash flow requirements for their businesses Number of businesses that have developed a financial record keeping system Number of businesses that regularly update the financial record keeping system Number of businesses that have developed an operational record keeping system Number of businesses that regularly update the operational record keeping system

The survey results show that 22 to 23 out of 23 businesses at level 2 and 3 are knowledgeable about the definition of cash flow and record keeping. Generally businesses in level 2 and level 3 are knowledgeable about the key components of cash flow management, financial and operational record keeping management with a fair distribution of the level of awareness. Comparatively, level 2 businesses displayed most awareness about key components of effective management of cash flow ranging between 11 and 12 out of 12 level 2 businesses, while 9 to 11 level 3 businesses displayed awareness around the same issues.

Research & Analytics Page | 39

MEL_SFT15.Draft Report_18Jul15 Level 3 businesses, on the other hand, displayed most awareness about key components of effective financial record keeping where an average of 11 businesses out of 11 in level 3 are knowledgeable about effective financial record keeping. Even though level 2 and 3 businesses display variation in knowledge about effective financial record keeping and effective management of cash flow, level 2 and level 3 businesses display similar rates of knowledge around effective operational record keeping. Table 3 shows that level 3 businesses generally, engage in activities to ensure effective operational and financial record keeping as well as effective management of cash flow. 7 out of 12 level 2 businesses have identified cash flow requirements, have developed and regularly update financial and operational record keeping systems. On the other hand a higher number of level 3 businesses have developed and regularly update their financial and operational record keeping systems. Lastly, 21 to 23 out of 23 businesses have a positive attitude towards the role of cash flow records and the value in having a financial and operational record keeping system. 2.3.1.4

STRATEGIC PLANNING

Table 4 : Strategic Planning

Baseline Indictor by Business Clusters

Indicators Strategic Planning Number of businesses that are knowledgeable about the definition of strategic planning Number of businesses that are knowledgeable about the value of a marketing strategy Number of businesses knowledgeable about the definition of a value proposition Number of business owners that are aware of their competitors

Overall

Number of businesses that have a marketing strategy

Number of businesses that have an in-depth market research informed marketing strategy

Number of businesses that have a business sustainability indicator monitoring system Number of businesses that reach targets set out in their strategic session Number of businesses that have annual strategic planning sessions

Number of business owners who are knowledgeable about quality assurance systems and processes Number of business owners who are knowledgeable about timely delivery systems and processes Number of businesses that frequently check on how they are performing against objectives set out in their business plan (monthly) Number of businesses that regularly are regularly innovative Number of businesses that use a computerized system for their operations

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MEL_SFT15.Draft Report_18Jul15 Number of businesses that have quality assurance systems and processes Number of businesses that follow the quality assurance systems and processes Number of businesses that timely delivery assurance systems and processes Number of businesses that follow the timely delivery assurance system Number of business owners believe competitive advancement can be driven by technological advancement Number of business owners who value in-depth market research in informing marketing strategy Number of business owners that value maintaining quality of products Number of business owners value maintaining timely delivery of orders

The survey results show that 19 to 23 businesses out of 23 businesses at level 2 and 3 are knowledgeable about key components of strategic planning. 22 out 23 businesses, where 12 level 2 and 10 level 3 businesses are included, are knowledgeable about the definition of strategic planning; 23 out of 23 businesses are knowledgeable about the value of marketing strategy and are aware of value proposition. Observations made in table 4 show that some level businesses are unaware of their competitors. On the other hand, a significant number of businesses do not practice strategic enhancing activities to better do business. For example, 8 to 10 businesses out of 23 frequently check their performance against strategic goals; perform in-depth market research informed by marketing strategy; have a business sustainability indicator monitoring system. The greater number of businesses indicated to have quality assurance and timely delivery assurance systems in place at 20 to 22 businesses out of 23. Lastly, 22 out of 23 businesses had a positive attitude towards technological advancement, maintaining quality and timely delivery of products. Even though a majority of level 2 and level 3 businesses displayed a positive attitude towards strategic issues, 3 out of 23 businesses highlighted that they value in-depth market research in informing marketing strategy, where this figure was solely driven by level 2 businesses. 2.3.1.5

HUMAN RESOURCES & ENVIRONMENTAL AND SOCIAL RESPONSIBILITY

Table 5 : Human Resources & Environmental and Social Responsibility

Baseline Indictor by Business Clusters

Indicators Human Resources & Environmental and Social Responsibility Number of business owners who are knowledgeable employee performance measurement Number of business owners who are aware about wage payment obligations Number of business owners who are aware of their responsibility in ensuring of payment of all appropriate taxes Number of business owners who are aware of their responsibility in ensuring the implementation of safety measures

Overall

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MEL_SFT15.Draft Report_18Jul15 Number of business owners who are aware of their responsibility in ensuring implementation of grievance procedures Number of business owners that value a performance measurement system Number of business owners who are aware of the amount of pollution/waste created by their businesses Number of business owners who are knowledgeable about social responsibility Number of businesses that have social targets

Number of businesses that take steps to limit pollution/waste produced by the company Number of business owners who believe that social targets do not add value to businesses rather they are a financial drain to businesses

Number of business owners who believe that limiting environmental spill overs is their responsibility.

The survey results show that 17 to 23 businesses out of 23 businesses at level 2 and 3 are knowledgeable about issues related to human resource and environmental as well as social responsibility. Businesses displayed the most awareness around issues concerning human resources where 23 out of 23 businesses indicated that they were aware of tax compliance; ensuring the implementation of safety measures; implementation of grievance procedures; as well as social responsibility. The results also showed that businesses were less knowledgeable about employee performance measurement, where level 3 business were the least knowledgeable about this issue at 8 of 11 businesses. The results also showed that, in as much as the majority of businesses displayed knowledge around the above mentioned issues, businesses were not actively engaged in activities that display the application of the knowledge. For example, only 16 out 23 businesses have social targets. On the other hand, businesses owners displayed the most positive attitude towards social responsibility. 22 out 23 businesses indicated that they believe that limiting environmental spill overs is their responsibility, while 23 out of 23 businesses believe that social targets adds value to businesses. This observation is worth noting because, in as much as 23 out 23 businesses believe in the setting of social targets, only 16 out of 23 businesses have proceeded to setting the targets. This suggests that there exists a gap between business ownersâ&#x20AC;&#x2122; perception and application that is the positive attitudes do not translate into implementation or action. 2.3.2

STAR TOOL

The figure 22 below shows the star tool rating for level 2 and level 3 businesses.

Research & Analytics Page | 42

MEL_SFT15.Draft Report_18Jul15 Figure 21: Star Toll Ratings For Level 2 and 3 Businesses Level 2 Business

Level 3 Business

Self Worth 7.0 6.6 Flexibility

Confidence

6.5

6.4

6.0 5.6 Risk Management

5.5 6.1

5.8

Community Status

5.0

6.1 6.5 Motivation

Commitment 6.4 Ambition

6.6 Business Outlook

The survey results show that overall, business owners had ratings between 5.8 and 6.6 on issues about the confidence of business owners in the future of their business. Level 2 business owners were most confident with their self-worth displaying an overall theme score of 6.6. This was mostly driven by business ownersâ&#x20AC;&#x2122; high ratings on issues of personal pride (6.8) and personal confidence (6.8) as well as possession of personal good qualities (6.7). On the other hand, the area which level 2 business owners gave the least ratings is confidence at 5.6 followed by risk management. This was driven down by poor ratings in areas such as satisfaction with current state of their businesses (4.3) followed by perception of business performance when compared to similar businesses (5.0). Comparatively, level 3 business owners indicated most confidence with business confidence, and motivation at (6.3). Business confidence ratings were greatly driven by high ratings in areas of increased confidence in businesses (6.8); production of good products (6.6). High ratings under motivation were driven by business ownersâ&#x20AC;&#x2122; high ratings in feeling passionate about the business (6.6) and willingness in going an extra mile for their businesses (6.6). on the other hand level 3 businesses rated confidence in community status least (5.5) driven mostly by low ratings in feeling as though they belong to their community and communityâ&#x20AC;&#x2122;s willingness to utilize their skills and knowledge at (5.0). 2.3.3 2.3.3.1

SALES AND GROWTH CURRENT MARKETS ACCESSED

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MEL_SFT15.Draft Report_18Jul15

Swaziland

South Africa

Africa Region (Excluding Internatio South nal Africa & (Outside Swaziland) Africa)

Figure 22 : Current markets accessed

Total

70%

Level 3: Business Level 2: Business

30% 100%

42% 43%

Total Level 3: Business

58% 57% 55%

Level 2: Business

45%

33%

67%

Total Level 3: Business

65%

35% 91%

Level 2: Business Total

42%

58% 100% 100%

Level 3: Business Level 2: Business

100% 0%

10%

20%

30% Yes

40%

50%

60%

70%

80%

90%

100%

The survey results show that varying proportions of businesses have accessed markets in all regions. 100% of both level 2 and 3 businesses have sold in Swaziland; 41.7% of level 2 businesses as compared to 90.9% of level 3 businesses have sold in South Africa; 33.3% of level 2 businesses unlike 54.5% of level 3 businesses have sold in other African regions; lastly only 41.7% of level 2 businesses while 100% of level 3 businesses sold internationally. The difference between the numbers for Level 2 and Level 3 businesses suggests that products developed by Level 3 businesses get more exposure and are of a much greater appeal to international markets and in the African region as compared to products developed by Level 2 businesses.

Figure 23: Total Sales from January to December 2014

Total

43%

Level 3: Business

17%

13%

27%

Level 2: Business

22%

45%

75%

10%

20%

30%

40%

25%

50%

Less than 100,000

100,001 - 500,000

1,000,001 - 1,500,000

Greater than 2,000,000

60%

70%

80%

90%

100%

500,001 - 1,000,000

Research & Analytics Page | 44

MEL_SFT15.Draft Report_18Jul15 43% of businesses reported annual sales of less than 100,000 for the period January â&#x20AC;&#x201C; December 2014. Disaggregated by business category, (75%) of Level 2 businesses indicated that their sales were less than 100,000. On the other hand, (45%) of Level 3 businesses reported annual sales of greater than 2,000,000. 27% of Level 3 businesses reported sales of 1,000,000 â&#x20AC;&#x201C; 1,500,000.

Swaziland

Africa Region (Excluding International South Africa & (Outside Africa) South Africa Swaziland)

Figure 24: Total Sales Businesses Made In Accessed Markets in 2014

Total Level 3: Business

45%

18%

Level 2: Business

18%

20%

80%

Level 3: Business

13%

40%

60%

Total

17%

83%

Level 2: Business

25%

75%

Total

20%

53%

Level 3: Business

10%

30%

Level 2: Business

10%

13% 20%

100%

Total

18%

36%

Level 2: Business

17%

61%

Level 3: Business

18%

10%

100,001 - 500,000

20%

30%

17%

40%

500,001 - 1,000,000

13%

27%

83% 0%

Less than 100,000

6% 6%

44%

31%

50%

60%

70%

1,500,001 - 2,000,000

80%

90%

100%

Greater than 2,000,000

Figure 24 above shows the average sales in the different markets by business category. The majority of businesses reported sales of less than 100,000 rand across all the different markets with the exception of international markets where the majority of businesses (44%) reported sales of between 100,001 to 500,000. A majority of Level 2 businesses reported to have made less than 100,000 across all markets outside of Swaziland, 100% in South Africa, 75% in the African region and 60% in international markets. It is the same for Level 3 businesses, with the exception of the international markets, where 45% reported to have made between 100,001â&#x20AC;&#x201C; 500,000. This suggests that Level 2 businesses perform better in Swaziland and African markets as compared to international markets, where Level 3 businesses do much better.

Research & Analytics Page | 45

MEL_SFT15.Draft Report_18Jul15 Figure 25: Change in Sales and Profits Over The Last 12 Months

Sales

Profit

Total

Level 3: Business

Level 2: Business

Total

Level 3: Business

Level 2: Business

8% 0%

40%

25%

17% 30%

36%

27%

25% 20%

30%

26%

13%

22%

17%

33%

25%

10%

27%

36%

27%

18%

22%

26%

30%

17%

50%

60%

70%

80%

90%

100%

Have decreased significantly in the last 12 months

Have decreased in the last 12 months

Have stayed the same in the last 12 months

Have increased somewhat in the last 12 months

Have increased significantly in the last 12months

Figure 25 above shows the change in sales and profits as reported by respondents for the last 12 months. Overall, 30% of businesses reported that their profits had stayed the same in the last 12 months and that 30% of their sales had increased significantly in the last 12 months. With the exception of profits for Level 2 businesses the majority of businesses reported their profits and sales had increased somewhat to increased significantly in the last 12 months. 25% of level 2 businesses reported their sales and profits dropping somewhat in the last 12 months. The results above suggest that for all the businesses, profits and sales did not drop at an alarming rate as those with profits and sales that dropped significantly, did not reach double figures. The results also suggest that the sales of each business affect the profits made by each individual business.

Research & Analytics Page | 46

MEL_SFT15.Draft Report_18Jul15

Male Employees

Female Employees

Total Number of Employees

Figure 26: Number of Employees by Gender

Total

61%

Level 3: Business

18%

Level 2: Business

17%

36%

100%

Total

22%

61%

Level 3: Business

45%

18%

Level 2: Business

13%

27%

100%

Total

78%

Level 3: Business

18%

55%

Level 2: Business

18%

100% 0%

10% 10 or less

20% 11 - 20

30%

40%

21 - 30

50% 31 - 40

60%

70%

80%

90%

100%

Greater than 40

Figures 26 above shows the number of employees the businesses have by gender. Only Level 3 businesses reported having more than 10 employees at the time of the survey. 36% of Level 3 businesses reported to have more than 40 employees (combined gender) whilst on the other hand, 100% of Level 2 businesses reported to have 10 or less employees, across both genders. The above results suggest that Level 2 businesses do not employ a large number of employees while Level 3 businesses can have 10 or less employees to well over 40 employees. The results also show that a large percentage of Level 3 businesses employ more females (45%) than males (18%).

Research & Analytics Page | 47

MEL_SFT15.Draft Report_18Jul15

Female Producers

Total Number of Producers

Figure 27: Number of Producers by Gender

Total

52%

Level 3: Business

27%

13%

18%

Level 2: Business

Total

27%

52%

Level 3: Business

27%

13%

18%

Level 2: Business

22%

18%

75%

18%

17%

22%

75%

Total Male Producers

27%

17%

91%

Level 3: Business

4% 4%

82%

Level 2: Business

100% 0%

10% 10 or less

20%

30%

11 - 20

40% 21 - 30

50% 31 - 40

60%

70%

80%

90%

100%

Greater than 40

Figure 27 above illustrates the number of producers engaged by the businesses by gender and by category at the time of the survey. Overall businesses reported having engaged more female producers than male producers. All Level 2 businesses involved in the survey reported to have 10 or less producers that were all male and 75% reported to have 10 or less that were all female. An even number of Level 3 producers reported to have employed 10 or less female producers and above 40 female producers (27%). A total of 52% all businesses reported to have 10 or less producers of both genders combined. The above results suggest that all businesses employ producers of from both genders but females dominate more than males. A lot of the businesses in both Level 2 and Level 3 have employed 10 or less producers.

Research & Analytics Page | 48

MEL_SFT15.Draft Report_18Jul15 Figure 28: Number of Producers Engaged For The First Time 90%

83% 78%

80%

73%

70% 60% 50% 40% 30% 20% 8%

10%

0% Level 2: Business

Level 3: Business 10 or less

11 - 20

21 - 30

Total 31 - 40

Figure 28 above shows the number of producers businesses had engaged for the first time. 83% of Level 2 businesses and 73% of Level 3 businesses reported having engaged 10 or less producers for the first time in the last 12 months. This led to a total of 78% businesses that had engaged 10 or less producers for the first time. There was an even split for Level 2 businesses that had engaged 11-20 and 31-40 producers for the first time (8%), while on the other hand, there was also an even split on the number of producer engaged for the first time by Level 3 businesses, 9% for all age groups (11-20, 21-30, 31-40). These numbers indicate that a majority of the businesses had engaged with 10 or less producers for the first time at the time of the survey. Figure 29: Increase in Producers and Employees Over the Last 12 Months 60% 50%

56% 43%

45%

44%

44% 33% 33%

40% 29%

30% 20% 10%

14% 14%

28%

27%

28% 22%

18%

22% 22%

22%

17% 9%

11% 6%

0% Level 2: Business Level 3: Business

Total

Level 2: Business Level 3: Business

Employees

Total

Producers

Decreased significantly during the last 12 months

Decreased during the last 12 months

Stayed the same in the last 12 months

Increased in the last 12 months

Increased significantly in the last 12 months

A simple majority of respondents 44% indicated that both their number of employees and producers stayed the same in the last 12 months. 28% of businesses reported that the number of producers and employees

Research & Analytics Page | 49

MEL_SFT15.Draft Report_18Jul15 increased in the last 12 months. There was an even split of the number of Level 2 businesses who reported either a significant decrease of employees and a decrease of employees in the last 12 months (14%), whilst only 18% of Level 3 businesses reported a decrease of employees in the last 12 months. Level 3 businesses had an even split of 22% for those that reported decreased and increased numbers of producers, respectively in the last 12 months (22%). The results above indicate that a majority of businesses had the same number of employees and producers in the last 12 months and also that there were more employees and producers coming in than there were going out in the last 12 months. Figure 30: Type and Length of Engagement of Producers 80%

75%

70% 60% 50%

53% 47%

40% 30% 17%

20% 8%

10% 0% Temporary (Casual)

Permanent

Producer Engagement

3 - 6 months

10 - 12 months

More than a year

Length of Engagement of Permanent Producers

Figure 30 above shows how businesses engaged employees and the average length of their engagement period. 53% of businesses reported that they engage their producers permanently with 47% reporting temporary engagement. Of the 53% who indicated permanent engagement, only 75% indicated that the period of engagement was more than a year. What this indicates is that a majority of businesses have permanent producers employed and a majority of those permanently employed producers are employed for periods of longer than a year. Percentage of producers paid above minimum wage of E31.20 per day. Figure 31 below shows how businesses pay their producers, by category. The majority of businesses, Level 2 (67%) and Level 3 (70%) indicated that they pay their producers a per piece rate. 40% of level 3 businesses pay their producers a daily rate, whilst 22% Level 2 and 20% Level producers are paid a monthly wage. The results below indicate that the per piece method of payment is the most common method of payment

Research & Analytics Page | 50

MEL_SFT15.Draft Report_18Jul15 Figure 31: How Producers Are Paid 80% 70%

67%

70% 60% 50%

40% 40% 30% 30%

22%

20%

20% 10% 0% 0% Level 2: Business Daily Rate

2.3.4

Level 3: Business Monthly Wage

Per Piece Rate

Other

TRAINING

Figure 32: Businesses That Have Attended A Swift Training Session 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%

81.8%

70% 73.9%

66.7%

60%

53%

50%

26.1% 18.2%

41%

38%

40% 33.3%

67%

63%

30%

22%

20%

11%

10%

0% Level 2: Business

Level 3: Business Yes

Total

Level 2: Business

Level 3: Business

Total

Very dissatisfied

Satisfied

Very satisfied

The survey shows that 74 % businesses have attended a SWIFT training session, out of the 74, 67% are level 2 businesses while 82% are level 3 businesses. The figure 32 above also illustrates the level of satisfaction with regards the training session. 53% of businesses at level 2 and 3 indicated that they were very satisfied with the training. From the 53%, level 3 businesses were most satisfied with the training (67%) while only 38% level 2 businesses were very satisfied. In as much as level 2 businesses were not very satisfied, observations in figure 32 show that most of the level 2 businesses were somewhat satisfied thus suggesting that, overall, businesses at level 2 and 3 were generally satisfied with the SWIFT training session.

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MEL_SFT15.Draft Report_18Jul15 Figure 33: Usefulness of SWIFT Training 80.0%

75.0%

70.0%

64.7% 55.6%

60.0% 50.0%

44.4%

40.0% 30.0%

35.3% 25.0%

20.0% 10.0% 0.0% Level 2: Business

Level 3: Business Somewhat helpful

Total

Very helpful

The survey results show that, though a small proportion of level 2 businesses were very satisfied, 75% of level 2 businesses found the training to be very helpful yet 56% of level 3 businesses found the training session very helpful. The evidence in the usefulness of training is observed in the development of business plan, one of the training objectives. Figure 33 below shows that significantly, a greater percentage of Level 3 businesses (81.8%) indicated that they had developed a business plan, compared to (50%) of Level 2 businesses that indicated the same. Overall, 65.2% of businesses had developed business plans compared to (34.8%) that had not. 90.0%

81.8%

80.0% 65.2%

70.0% 60.0%

50.0%

50.0% 40.0%

34.8%

30.0% 18.2%

20.0% 10.0% 0.0% Level 2: Business

Level 3: Business Yes

2.3.5

Total

TRADE SHOWS

Over 90% of businesses had attended an event organised, facilitated or sponsored by Swift. However, only 52% of businesses attended events not organized or sponsored by Swift. Figure 34 below shows attendance of businesses to Swift organised/facilitated or sponsored events and events not organised/facilitated or sponsored by Swift.

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MEL_SFT15.Draft Report_18Jul15 Figure 34: Trade Shows Attended In The Last 12 Months 100%

92%

91%

90% 80% 70% 60%

50%

55%

52% 45%

50%

48%

40% 30% 20%

10%

0% Level 2: Business Level 3: Business

Total

Level 2: Business Level 3: Business

Attended an event organised/facilitated or sponsored by SWIFT in the last 12 months Yes

Total

Attended an event NOT organised/facilitated or sponsored by SWIFT in the last 12 months No

The survey results show that a greater proportion of businesses have attended an event organised/ facilitated or sponsored by SWIFT in the last 12 months when compared to those who have attended one not organised by SWIFT. 92% of level 2 businesses and 91% of level 3 businesses have attended an event organized by SWIFT. On the other hand 50 % of level 2 businesses and 55% of level 3 businesses have attended an event not organized by SWIFT. In addition figure 35 below shows the total sales level 2 businesses made from these events was less than 50,000 rand. On the other hand, 90% of level 3 businesses made less than 50 000 from SWIFT organized events, while 10% of level 3 businesses reported total sales of 200,000 and greater at Swift sponsored events compared to 17% of level 3 businesses reporting sales of 200,000 and greater from events in which Swift was not involved. Figure 35: Total Sales From Trade Shows Attended In The Last 12 Months 120% 100% 100%

100%

95%

90%

80%

67%

60%

33% 33% 17% 17%

40% 20%

10%

17% 8% 8%

0% Level 2: Business Level 3: Business

Total

Total sales from events organised/facilitated or sponsored by SWIFT in the last 12 months Less than 50,000

50,000 - 99,999

Level 2: Business Level 3: Business

Total

Total sales from events NOT organised/facilitated or sponsored by SWIFT in the last 12 months 100,000 - 149,999

200,000 and greater

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MEL_SFT15.Draft Report_18Jul15 2.4

SECTION 4: OUTCOME 3 – SWIFT OPERATING AS A VIABLE AND SUSTAINABLE MEMBERSHIP NETWORK PROVIDING QUALITY SERVICES TO MEMBERS AND ADVOCATING FOR FAIRTRADE IN SWAZILAND

2.4.1

CAPACITY BUILDING

2.4.1.1 2.4.1.1.1

CLASS TRAINING VALUE

The study found that stakeholders, members and SWIFT agreed that there was great value in business capacity building in Swaziland and for small businesses. Capacity building aided the small businesses in strengthening relationships, developing business plans, improving the day to day management of their businesses. Networking with other businesses within the class helped them identify new opportunities for their businesses. In addition it allowed them to learn and develop new skills that would enhance their production methods and help grow their business. The ability to network and share ideas and best practices within the classroom setting is another added benefit of class training. “…most of them do not have the know-how and how to manage their businesses, so that’s where the in class trainings come in…” “…networking with other businesses within the class and sharing ideas and best practices within each other…” “…building that business relationship within certain groups in the classes…” “…when it comes to business skill they lack that very much so when SWIFT comes in and give that business skill to this artisan then you are boosting so this is does not only become a hobby…” “…members they see the value because they get trainings, which encourages them so they know how to run a business and things like product development…” 2.4.1.1.2

NECESSITY

Respondents stated that capacity building was necessary for businesses operating within the primary sector and secondary sector. Respondents stated that key concepts and theories are taught in the classroom sector that are necessary for the growth of a business and key in product development. In addition the classroom setting allows them to ask questions tailored for their business and get answers that will assist them in mitigating challenges they may be facing. It is also necessary as it helps businesses gain access to the most up to date information regarding business management, accessing markets amongst other benefits. “…they send their middle management and senior management to the trainings, these are concepts and theories they have probably never heard of before, it’s completely new information…” “…when running a business and you wanting to maintain a certain market you must adhere to certain standards…” “…you are looking into growing into a bigger business, you need to have training umm whether or not your product is viable…” “…because information changes now and then and you need know…” 2.4.1.1.3

GAPS

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MEL_SFT15.Draft Report_18Jul15 Study findings showed that the biggest gap regarding capacity building was capital or finance to implement what had been learnt in the training sessions. In addition stakeholders felt that though business training was being implemented in many different areas there was a clear disconnect between training and practice. Where possible SWIFT’s capacity building should extend beyond the hand craft market and into other sectors as well. “…in Swaziland people are being trained in business every day and then you will never see the results…” “…everyone is doing it left and right but at the end people just remain in the same place…” “…where am I going to get the money to start this thing, if they could be a promise of funding…” “…they should focus in every sector not handcraft…” 2.4.1.2 2.4.1.2.1

PEER TO PEER MENTORING VALUE

The study findings showed that the main benefit in peer to peer mentoring was the practical application and passing on of information and skills from an experienced business to another. The mentor provides support and experience that may be lacking in the business being mentored. Mentoring also allows businesses to get a better sense and understanding of the challenges they are facing as well as tailor make responses to these challenges. It also strengthens business relationship whilst promoting networking. “…engaging in mentoring from time to time to discuss the challenges…” “…that’s why even when making the policies we would be sitting one on one and tailor make the thing to fit your own business rather than bringing in an international format that is a one size fits all…” “…it also provides uhh relationships, long lasting relationships...” “…they see great value because they learn the best practices from the other companies. They share with each other and hear what the smaller companies have got to say…” 2.4.1.2.2

NECESSITY

Peer to peer mentoring is necessary as it allows for the transfer of practical experiences, knowledge and skills from experienced businesses to those that may lack certain practical skills, information and skills. As everyday experiences are shared it encourages businesses that maybe facing challenges and obstacles that they are not the only businesses to meet with these. Other businesses have met with those same challenges and obstacles and overcome them. “…there are those who use stone so if they can learn from Ngwenya glass for example how to package delicate products…” “…So they are also invited to go to other businesses and learn from other businesses…” “…because if you are alone its difficult. In other words, it opens the mind that if you could do it like this, it can be perfect…” “…the women will be more effective because those people are sharing life experiences…” 2.4.1.2.3

GAPS

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MEL_SFT15.Draft Report_18Jul15 Whilst mentoring is provided the frequency may not be adequate to have meaningful impact. The little and infrequent mentoring sessions are not enough to build meaningful relationships and strengthen networking linkages. “…businesses do provide mentoring but maybe the frequency of that mentoring it should be on going…” “…companies would need to set time, specific times, like say in a year, how many mentoring sessions…” 2.4.1.3

SWIFT AS A CAPACITY BUILDING ORGANISATION

General consensus was that SWIFT is a capacity building organisation and was an effective vehicle in skill building and networking. SWIFT staff members were clear on SWIFT’s mandate as a capacity building organisation and members and stakeholders affirmed as much. Respondents also noted that human resource was a challenge for the organisation and impacted the organization’s work. “…the way they help each other (businesses), you can see that SWIFT is very effective in that way…” “…Yes because we are the only ones that does fair trade compared to other organizations…” “…that’s our mandate and we do that through the training modules that we offer…” “…I’ve seen swift helping a lot to Swazi people and seeing businesses developing…” “…I would say for this country, we definitely need a company that will play as intermediary between the western market and the local production…” “…also the services are very clear and they help us a lot to move forward…” 2.4.1.4

SATISFACTION WITH CAPACITY BUILDING APPROACH

Members, SWIFT staff and stakeholders were generally satisfied with SWIFT’s approach o capacity building. They felt there was a significant difference for the better between where organisations were before they started the program and after completing the program. Creating an environment and place where businesses could learn from each other’s skills and experiences as well as introducing outside expertise that would not be readily available had proved invaluable to the growth of the different businesses. “…they get trained and when they come back, you are amazed the way they want to do things…” “…we making sure that our members get the best service so that we can maintain them and have a huge impact on them…” “…the polishing and the style it means that they have got something, new ways of doing things…” “…am satisfied because if I look where I come from and where I am today the difference it is huge…” “…We appreciate what they have done so far…” 2.4.1.5

TRADE FACILITATION

The value in trade facilitation through market access opportunities is that local businesses get exposure and access to markets they would not normally have been able to access. It removes the barriers of language and culture allowing businesses to maximize on the opportunity. When new markets are available SWIFT informs businesses early allowing them to adequately prepare and maximize the opportunity. New markets often mean increased sales and growth leading to employment creation.

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MEL_SFT15.Draft Report_18Jul15 “…when there is a market, swift notifies us early and we go there prepared. Then are we able to get benefits…” “…business increasing their sells…” “…employment is being created in the process…” “…identify partners that could potentially work with them, which they may not have access to…” “…gives them an advantage of growing their business in terms of getting orders…” Value is also derived through representation at trade shows. Ensuring that businesses are represented at trade shows allows them to directly interact with the consumer of their products. It allows them to see areas of potential improvement as a business. In addition, trade shows are expensive and by doing it as a collective facilitated by SWIFT it reduces the cost significantly allowing the businesses to attend more shows thereby accessing more markets. Businesses also get to network and share ideas with other businesses and people. “…in trade shows one is able to sell, one is able to interact with the buyers core consumers for the product so you able to reach your target market in those trade shows…” “…because you will see Tintsaba, Gone Rural they are all over the shows you may find that all this is through SWIFT…” “…get to meet other people and share ideas…” “…we attend a lot of international trade shows that gives them the exposure to an international market that they wouldn’t previously have had…” Subsidizing trade shows and marketing SWIFT members to potential customers is also of great benefit to its members. The trade shows are important for members as benefit is derived from accessing new markets, networking, sharing ideas, improving standards but attending them can be costly. By subsidizing these shows members can attend more shows than they would have been able to afford. “…needed in order to know how we should keep on develop our products now and again in order to get new market opportunities…” “…SWIFT knows the good shows to go to and they have those links…” “…they wouldn’t go to SACDA in South Africa on their own for the trade show because of the money that they make and the level that they are in in terms of income…” 2.4.1.6

EFFECTIVENESS OF SWIFT AS A TRADE FACILITATOR

The general consensus amongst stakeholders, staff and members was that SWIFT was an effective trade facilitator. It was also stated that trade facilitation is necessary for businesses in both the primary sector and secondary sector. Trade facilitation allowed businesses to gain access to opportunities that they would not have been able to access either through a lack of knowledge and/or resources. “…Getting your product known international is very important…” “…they as businesses need to know that they have to expand, explore…” 2.4.1.7

SWIFT ACTIVITIES AND CREDIBILITY

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MEL_SFT15.Draft Report_18Jul15 Respondents stated that SWIFT’s activities had helped businesses grow and that the current approach was the right approach. They indicated that SWIFTs starts with small businesses, empowers them through training and assisting them in gaining access to new and larger markets. This helps businesses grow and become independent. “…I do think that you take the right approach to the very small businesses I’m very confident that the information that we give them umm and the tools that we empower them with would allow them to grow their businesses…” “…it does help yeah, because SWIFT probably would start with a small, a new small business, help that business to grow, help that business understand but then with it can stand on its own when it has fully reached yeah, now it can stand on its own it can provide jobs it can hire, yeah…” SWIFT is seen as a credible organisation by both staff, stakeholders and members. Respondents stated that the organisation has a good track record and had been exemplary thus far. “…given their track record, they are a good organisation that you can trust…” “…swift is a good organisation, being trained encourages me so that at the end I can stand on my own…”

2.5

SECTION 5: OUTCOME 4 – EMPLOYEES AND PRODUCERS OF SWIFT MEMBER BUSINESSES HAVE IMPROVED SUPPORT FOR HIV/AIDS AN D WELL BEING ISSUES IN THE WORK PLACE

This section details findings from the Wellness KAP Survey 2.5.1

WELLNESS POLICY (BUSINESS)

Table 6: Business has a wellness committee or has joined a wellness committee coordinated by the SWIFT peer educator

Type of Respondent

Total

Level 1 Level 2: Business

Yes 6 3

No 14 9

Total 20 12

Level 3: Business

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MEL_SFT15.Draft Report_18Jul15 Figure 36: Business has a wellness committee or has joined a wellness committee coordinated by the SWIFT peer educator 80

50 40

41 34

10 0 L1 Business

L2 Business

L3 Business

L2:Producer

L3: Producer

Employed Producers

A wellness committee or has it joined a wellness committee co-ordinated by the SWIFT peer educator Yes

Don't Know

The baseline survey results show that 15 out of 43 businesses either have a wellness committee or have joined a wellness committee coordinated by the SWIFT peer educator. From the 15 businesses, 6 out of a total of 20 level 1 businesses, 3 out of a total of 12 level 2 businesses, and 6 out of a total of 11 level 3 businesses indicated that they have a wellness committee or have joined a wellness committee coordinated by a SWIFT peer educator. Figure 36 displays that 25% of L2 producers indicated that the businesses they work for or work with have a wellness committee, while 41% said that the business they work for does not have a wellness committee or has joined one coordinated by a SWIFT peer educator. The rest, that is 34%, indicated that they do not know if the business they work has a wellness committee or has joined one. According to figure 36, 56% of level 3 producers agreed that the business they work for has a wellness committee or has joined a wellness committee coordinated by a SWIFT peer educator. 32% of level 3 producers indicated that the business they work for lacked such a committee, while the rest (3%) displayed a lack of knowledge with regards the presence or absence of a wellness committee at their work place. Lastly, 45% of employed producers indicated that the business they work for has a wellness committee, while 31% highlighted that the businesses they work for or with does not have a wellness committee and the rest lack knowledge about the presence or absence of the wellness committee. Comparatively, the observation about the variation in proportion of level 2, 3, and employed producers with regards knowledge about whether or not the business they work for has a wellness committee is worth noting. According to figure 36, 35% of level 2 producers, 3% of level 3 producers, and 24% of employed producers. These results suggest that there exists an information or dissemination of information gap within the businesses to which the producers work at, where the implementers are not conveying the message to their producers. Table 7: Business Has HIV/AIDS and Wellness Policy In Place

Type of Respondent

Level 1

Yes

Total

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MEL_SFT15.Draft Report_18Jul15 Level 2: Business

Level 3: Business

Total

Table 8: Producer Knowledge of the Existence of an HIV/AIDS and Wellness Policy at Place of Business

Type of Respondent

Yes 12 240 44 296

Level 2: Producer Level 3: Producer Employed Producer

Total

No 14 76 14 104

Don't Know 6 52 9 67

Total 32 368 67 467

Figure 37: Presence of an HIV/AIDS and Wellness Policy at Place of Business 100

90 80 70 60 50 40 30

58 42

20 10 0

L1 Business

L2 Business

L3 Business

L2:Producer

21 14

L3: Producer

Employed Producers

An HIV/AIDS and Wellness Policy in place Yes

Don't Know

The baseline survey results show that 23 out of 43 businesses have a wellness and disease implementation policy. From the 23 businesses, 8 out of a total of 20 level 1 businesses, 5 out of a total of 12 level 2 businesses, and 10 out of a total of 11 level 3 businesses indicated that they an HIV/AIDS and wellness policy in place. According to Figure 37, 37.5% of level 2 producers indicated that the businesses they work for or work with have an HIV/AIDS and wellness policy in place, while 43.8 % said that the business they work for does not have a wellness and disease implementation policy in place. 18.75% of level 2 producers indicated that they do not know if the business they work for has an HIVE/AIDS and wellness policy in place. According to figure 37, 65.2% of level 3 producers agreed that the business they work for an HIV/AIDS and wellness policy in place. 20.7% of level 3 producers indicated that the business they work for had not implemented an HIV/AIDS and wellness policy while the rest (14.1%) displayed a lack of knowledge with regards the implementation of such a policy. In relation to employed producers the study reported that 65.7% of employed producers indicated that the business they work for has an HIV/AIDS and wellness policy in place, while 20.9% highlighted that the

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MEL_SFT15.Draft Report_18Jul15 businesses they work for did not have such a policy in place and the rest lack knowledge about the status of the implementation of the HIV/AIDS and wellness policy. Similarly to the observations made with the presence of a wellness committee, the variation in proportion of level 2, 3, and employed producers with regards knowledge about whether or not the business they work for has implemented an HIV/AIDS and wellness policy is worth noting. This suggests that there exists an information or dissemination of information gap within the businesses to which the producers work at, where the implementers are not conveying the message to their producers. Figure 38: Number of Sick Days Taken 100

80 PERCENTAGE

70 55

60 50 36

40 30 17

20 10

5 5

9 0 0

0 0

6 6

6 4 2 1

0 0

0 L1 Business

L2 Business

L3 Business

L2:Producer

Number of Sick Days Taken by Employees 0-10

11-21

22-32

L3: Producer

Employed Producers

Number of Sick Days Taken by you 33-43

Greater than 44

The baseline survey results showed that across the business clusters a majority or the popular range of number of sick days taken by employees is between ‘0 and 10’. This is on par with the producer results, where producers across all clusters mostly took sick days between ‘0 and 10’. 90.0% of level 1 businesses indicated that they take between ‘0 and 10’ sick days annually, while 5.0% of level 1s take between ’11 and 21’ and ’22 and 32’ sick days in a year. Figure 38 shows that 83.3% of level 2 businesses have employees that take between ‘0 and 10’ sick days annually, while 16.7% of the level 2 businesses have employees that take between ’11 and 21’ sick days. 54.5% of level 3 businesses, on the other hand highlighted that their employees took more sick days off that is greater than 44 sick days, when compare to the other levels. 36.4% level 3 businesses had employees who take between ‘0 and 10’ and 9.1% had employees who take between ’11 and 21’ sick days annually. Comparatively, observations made from figure 38, level 3 business results are an anomaly when matched with the responses from the producers where producers indicated that they mostly took between ‘0 and 10’ sick days annually, yet level 2 businesses reported that their employees mostly to sick days that are greater than 44 annually.

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MEL_SFT15.Draft Report_18Jul15 Figure 39: Total Number of Absent Days Taken 100.0 90.0

88.0

85.0

92.5

81.3

80.0 70.0 60.0 45.5

50.0 40.0 30.0 20.0 10.0

10.0 5.0

18.218.2

3.1 6.3

0.0 0.0

4.3 4.1

4.5 1.5

0.0 L1 Business

L2 Business

L3 Business

L2:Producer

Number of Absent days taken by employees 0-10

11-21

22-32

L3: Producer

Employed Producers

Number of Absent days taken by you 33-43

Greater than 44

Similarly to reported data on number of sick days taken, the baseline survey results show that across the business clusters a majority or the popular range of number of absent days taken by employees is between ‘0 and 10’. This varies with producer results, where, in as much as producers admit to mostly taking absent days between ‘0 and 10’, reported results reflect that the business reported results are higher than what the producers have reported. 85.0% of level 1 businesses indicated that they take between ‘0 and 10’ absent days for reasons of bereavement annually, while 10.0% of level 1s take between ’11 and 21’ and 5.0% report taking between ’22 and 32’ absent days annually. Figure x shows that 12.0% of level 2 businesses have employees that take between ‘0 and 10’ sick days annually. 45.5% of level 3 businesses reported that their employees take between ‘0 and 10’ absent days annually and 18.2% have employees taking between ’11 and 21’, ’22 and 32’, and ‘greater than 44’ absent days annually. Comparatively, observations made from figure 39 show that data reported by level 2 and level 3 businesses do not match what was reported by level 2 and level 3 producers. Level 2 producers reported also taking absent days between ’11 and 21’, ’22 and 32’, and ‘greater than 44’. The proportion of level 3 producers reported taking absent days is lower than what would be expected when looking at the proportion of businesses that have indicated the number of absent days taken.

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MEL_SFT15.Draft Report_18Jul15

PERCENTAGE

Figure 40: Grief Counselling & Support 100 90 80 70 60 50 40 30 20 10 0

90 75

72 63

63 38

25 10

9 0

L1 Business

L2 Business

L3 Business

L2:Producer

Support for Grief Counciling

2 L3: Producer

1 Employed Producers

Interaction with Peer Councilor about Grief

Yes

Don't Know

The baseline survey results show that 15 out of 43 businesses have support for grief counselling. From the 15 businesses, 2 out of a total of 20 level 1 businesses, 5 out of a total of 12 level 2 businesses, and 10 out of a total of 11 level 3 businesses indicated that they have support for grief counselling through the presence of a peer educator. According to Figure 40, 37.5% of level 2 producers indicated that the businesses they work for or work with have the support and they themselves have engaged with a peer educator with regards grief counselling issues. 34.5% of level 3 producers agreed that the business they work for has support for grief counselling through a peer educator and they have engaged with the peer educator about this issue. In relation to employed producers the study reported that 26.9% of employed producers indicated that they have interacted with a peer educator at the work place about grief issues. According to observations in figure 40, even though level 3 businesses admit that they have support for grief counseling the level 3 producers have not felt the need to engage peer educators about grief counseling issues.

PERCENTAGE

Figure 41: Support for Victims of Gender Based Violence 100 90 80 70 60 50 40 30 20 10 0

90 83

75 64

58 40

36 25

10 0

L1 Business

L2 Business

L3 Business

L2:Producer

Support for Gender Based Violence Yes

1 L3: Producer

0 Employed Producers

Gender Based Violence Don't Know

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MEL_SFT15.Draft Report_18Jul15 The baseline survey results show that 11 out of 43 businesses have support for gender based violence through the presence of a peer educator at the workplace. From the 11 businesses, 2 out of a total of 20 level 1 businesses, 2 out of a total of 12 level 2 businesses, and 7 out of a total of 11 level 3 businesses indicated that they have support for gender based violence issues. According to Figure 41, 25.0% of level 2 producers indicated that the businesses they work for or work with have the support and they themselves have engaged with a peer educator with regards gender based violence issues. 40.5% of level 3 producers agreed that the business they work for has support for gender based violence through a peer educator and they have engaged with the peer educator about this issue. In relation to employed producers the study reported that 20.9% of employed producers indicated that they have interacted with a peer educator at the work place about gender based violence issues. The observations made highlight that even though level 3 businesses admit that they have support for gender based violence issues the level 3 producers have not felt the need to engage peer educators about gender based violence issues at an equal level of the support being provided by the level 3 businesses. Figure 42: HIV/AIDS Issues 80 70

PERCENTAGE

60 50 40

34 27

20 10 0 L2:Producer

L3: Producer Yes

Employed Producers

Don't Know

According to the study findings 65.6% of level 2 producers indicated that the businesses they work for or work with have the support and they themselves have engaged with a peer educator with regards HIV/AIDS issues. 72.3% of level 3 producers reported that the business they work for has support for HIV/AIDS issues through a peer educator and they have engaged with the peer educator about this issue. In relation to employed producers the study reported that 68.7% of employed producers indicated that they have interacted with a peer educator at the work place about HIV/AIDS issues. The observations made highlight that even though level 3 businesses admit that they have support for gender based violence issues the level 3 producers have not felt the need to engage peer educators about gender based violence issues at an equal level of the support being provided by the level 3 businesses.

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MEL_SFT15.Draft Report_18Jul15 Figure 43: Level of Satisfaction With Peer Educator

60 49

50 46

PERCENTAGE

41 40 30 20

10 0

4 0

0 L2:Producer Very dissatisfied

Dissatisfied

L3: Producer Neither satisfied nor dissatisfied

Employed Producers Satisfied

Very satisfied

Observations from the baseline survey results showed that, overall, producers across all the levels were somewhat satisfied with the role of the peer educator in supporting employees with HIV/AIDS, gender based violence, and grief counseling. From the producer cluster that indicated having interacted with a peer educator about gender based violence, HIV/AIDS, and grief counseling issues 45.5% level 2 producers, 49.3% level 3 producers, and 43.5% employed producers indicated that they were somewhat satisfied with the role of the peer educator upon engagement. 40.9% level 2 producers, 46.4% level 3 producers, and 50.0% employed producers were very satisfied with the role of the peer educator. Even though producers shared positive sentiments towards the role of the peer educator, a proportion of producers conveyed their level of dissatisfaction with the peer educators with regards the above mentioned issues. 13.6% of level 2 producers, 1.1% of level 3 producers, and 4.3% of employed producers indicated that they were somewhat dissatisfied with the role of the peer educator when dealing with HIV/AIDS, grief counseling, and gender based violence issues. Regardless of the proportion of somewhat dissatisfied producers, it is worth noting that there was no producer who was very dissatisfied the role of the peer educator. 2.5.2 2.5.2.1

WELLNESS KNOWLEDGE, ATTITUDES AND PRACTICES (BUSINESS) KNOWLEDGE

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MEL_SFT15.Draft Report_18Jul15

Taking medication at the right time, I know my taking the sexual health right dosage, rights (I decide how, when, and eating and whom I well are an engage on I do not know important sexual element for where to report gender activities treatment with.) adherence based violence

Figure 44: Knowledge of Wellness Issues by Producer Category Employed Producers L3: Producer L2:Producer L1 Employed Producers L3: Producer L2:Producer L1 Employed Producers L3: Producer L2:Producer

A colleague who is on TB treatment is not infectious in the workplace.

Employed Producers

Ignoring my stressful social issues at home affects my relationships and physical wellbeing.

Employed Producers

Skipping Physical Breakfast is It is not balanced activity meals will not the most important to important have annual affect my (exercising) is beneficial to health medical check meal of the my health day. ups. negatively

Employed Producers

Many illnesses are lifestyle related and preventable

Employed Producers

L3: Producer L2:Producer L1 L3: Producer L2:Producer L1 L3: Producer L2:Producer L1 Employed Producers L3: Producer L2:Producer L1 Employed Producers L3: Producer L2:Producer L1 Employed Producers L3: Producer L2:Producer L1 L3: Producer L2:Producer L1 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0

Strongly Disagree

Disagree

Neither Agree nor Disagree

Agree

Strongly Agree

The baseline survey results show that individuals across all clusters were generally knowledgeable about wellness issues with an exception of areas around the importance of annual medical checkups and the

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MEL_SFT15.Draft Report_18Jul15 consequences of skipping balanced meals. Level 2 producers displayed the most knowledge about wellness issues particular with lifestyle, physical and emotional wellness issues. 59.4% of level 2 producers felt that illnesses were preventable, 65.6% felt that breakfast was the most important meal of the day; 68.8% felt that physical activity was vital to wellness; and 75.0% of level 2 producers felt that following prescribed dosage on medication was also important to wellness. Level 1s displayed the second most knowledge on similar issues as level 2 producers. On the other hand level 3 producers and employed producers were the least knowledgeable with issues around lifestyle, physical wellbeing, and mental health. Less than 40% of level 3 producers and employed producers felt that many illnesses were lifestyle related and easily preventable; less than 50% of level 3 producers and employed producers felt that physical activity is important; less than 40% of level 3 producers and employed producers felt that ignoring stressful situations at home would affect relationships with other people. It is worth highlighting that even though level 2 producers are the most knowledgeable with regards wellness issues, level 2 producers conveyed a lack of knowledge about some wellness issues. For example, where 65.6% level 2 producers felt that breakfast was the most important meal of the day and 65.6% also felt that skipping balanced meals was not important. An observation made during data collection was that when respondents were being asked this question respondents explained that they have been able to stay healthy with a balanced meal, hence the weight given to the importance of having a balanced meal. 2.5.2.2

ATTITUDES

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MEL_SFT15.Draft Report_18Jul15

I am responsible for Victims of domestic Living with HIV reduces I know what it takes to I am satisfied with my my health and violence have productivity in the You can easily see an happiness. lead a healthy lifestyle current state of health. themselves to blame workplace HIV positive person

Employed Producer

Healthier and happy people are more productive at work

Figure 45: Attitudes/Perceptions of Wellness Issues

Employed Producer

L3: Producer L2: Producer L1 Employed Producer L3: Producer L2: Producer L1 Employed Producer L3: Producer L2: Producer L1 Employed Producer L3: Producer L2: Producer L1 Employed Producer L3: Producer L2: Producer L1 Employed Producer L3: Producer L2: Producer L1

L3: Producer L2: Producer L1 0.0 Strongly Disagree

10.0 Disagree

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MEL_SFT15.Draft Report_18Jul15 Similarly to the results observed with regards knowledge on wellness issues in the previous section, the baseline survey results show that individuals across all clusters had a positive attitudes towards perception issues. Level 2 producers had the most positive attitude towards wellness issues where 84.4% of level 2 producers felt that ‘healthier and happy people are more productive’; 71.9% felt that they were responsible for their and happiness; while 62.5% strongly agreed to being knowledgeable about what it takes to lead a healthy lifestyle; and 75.0% strongly disagree that one can easily see an HIV positive person. These perceptions thus explain the level of knowledge level 2 producers have with regards wellness issues. Level 1s has the second most positive attitude towards most of the wellness issues. For example, 65.0% level 1s strongly agree while 35.0% agree that healthier and happy people are more productive; 55.0% strongly agree while 35.0% agree that they are responsible for their health and happiness. With regards domestic violence, above 60.0% of producers across all clusters either strongly disagree or disagree that ‘victims of domestic violence have themselves to blame’. On the other hand, an average attitude towards wellness is observed with regards level of satisfaction with producers’ current state of health. For example, level 2 producers, at 25.0%, somewhat disagree that they were satisfied with their current state of health and only 18.0% strongly that their satisfied with their current state of health. The positive attitude reported around wellness issues suggest that the producers’ knowledge is also influenced by their positive attitude, hence the reported level of knowledge around wellness issues.

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MEL_SFT15.Draft Report_18Jul15

2.5.2.3

PRACTICES

Whatever the situation, I always use a condom when having sex I make time for physical activity at least once a week.

Employed Producer

I will attend staff wellness dialogues, counselling sessions and social activities if I take all my leave they are made days in a year available

Employed Producer

I do my medical check-up at least once a year

Figure 46: Practices Around Wellness Issues

L3: Producer L2: Producer L1

L3: Producer L2: Producer L1 Employed Producer L3: Producer L2: Producer L1 Employed Producer L3: Producer L2: Producer L1 0.0

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According to the survey results, generally individuals have reported to be engaging and wellness supporting activities. Observations made highlight that 67.1% of employed producers take all leave days; 40.7% of level 2 producers also take all leave days. The smallest proportion of individuals who practice are generally the ones that work in an environment for which leave days do not apply. For example, 64.1% of level 3 producers indicated that this activity is inapplicable to them. Level 3 producers reported engaging the most in wellness activities when compared to the rest of the clusters. With regards attending wellness dialogues, counseling sessions and social activities; doing medical checkups at least once a year; making time for physical activity at least once a week and always using a condom, level 3 producers indicated that they engage in such activities the most when compared with other clusters. Level 2

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MEL_SFT15.Draft Report_18Jul15 producers and employed producers also indicated that they engage in wellness activities, such as doing medical checkups, where more than 50.0% of the level 2 and employed producers partake in such an activity. 75.0% of level 2 producers indicated that they strongly agree with making time for physical activity. Comparatively, these results suggest that there is a relationship between knowledge, perception and application given that, for example level 2 producers reported to be knowledgeable about the importance of physical activity with (68.8%), 62.5% of level 2 producers were reported to have a positive attitude towards wellness activities and 75.0% indicated that they engage in physical activities. 2.6 2.6.1

CONCLUSION OUTCOME 1

The survey results show that level 1 businesses have made sales of less than E100 000 in the past year, with a majority of the sales made to Swaziland. Observations made show that level 1 businesses have intercepted a small proportion of markets outside Swaziland. The survey results also showed that level 1 businesses have started to engage employees and producers where more producers when compared with employees have been engaged. With regards training, the survey also showed that the majority of level 1 businesses that indicated to have attended a SWIFT training before have also indicated that they were satisfied with the training. Lastly, level 1 business owners were asked about issues pertaining confidence of business owners in the future of the business. Business owners had a positive outlook about the future of their businesses.

2.6.2

OUTCOME 2

Level 2 and level 3 businesses were asked about issues pertaining the sustainability of their businesses; annual sales made; markets accessed; and the confidence of business owners about the future of their business. Generally, business owners reported positive feedback about their businesses. Generally, business owners were knowledgeable with business operation requirements, key components of cash flow and record keeping, strategic planning as well as human resources and environment and social responsibility. In as much as businesses were knowledgeable about the issues asked, these did not fully translate into practice and perception. There were gaps between knowledge and practice as well as perception. Business owner may have been knowledgeable, however, they did not necessarily have a positive attitude towards the issues and thus this was evident in the application of the knowledge. Level 2 and level 3 business reported high sales when compared to level 1 businesses and as they had accessed more markets. Comparatively, level 3 businesses had higher sales and more markets accessed than level 2 businesses this suggests that level 3 businesses are more competitive than level 3 businesses. 2.6.3

OUTCOME 3

A qualitative results of the survey showed that generally stakeholders, SWIFT members, and SWIFT staff members felt that SWIFT was operating as a credible partner organisation. Participants felt that there was value in capacity building however there are gaps in capital and finance to help businesses apply knowledge gained from training. Additionally, participants identified gaps in mentoring, where respondents felt that mentoring sessions were not frequent enough to bring about a meaningful impact in the building of relationships and strengthening networking linkages. 2.6.4

OUTCOME 4

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MEL_SFT15.Draft Report_18Jul15 The baseline survey results show that individuals across all clusters were generally knowledgeable about wellness issues with an exception of areas around the importance of annual medical checkups and the consequences of skipping balanced meals. On the other hand level 3 producers and employed producers were the least knowledgeable with issues around lifestyle, physical wellbeing, and mental health. In addition the baseline survey results also show that individuals across all clusters had positive attitudes towards perception issues. The positive attitude reported around wellness issues suggest that the producersâ&#x20AC;&#x2122; knowledge is also influenced by their positive attitude, hence the reported level of knowledge around wellness issues. Lastly, the survey results show that individuals reported to be engaging and wellness supporting activities where level 3 producers reported engaging the most in wellness activities when compared to the rest of the clusters. Comparatively, these results suggest that there is a relationship between knowledge, perception and application.

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