ANNUAL REPORT 2012 EXPORT IMPACT FOR GOOD

Transcription

1 ANNUAL REPORT 2012 EXPORT IMPACT FOR GOOD

2 We have followed with interest the development of ITC s new draft Strategic Plan and corporate logframe and fully support these efforts. We encourage ITC in its efforts to put in place indicators that help to measure not only the outcome but eventually also the impact of your work in terms of development objectives. Dr. Supachai Panitchpakdi, Secretary-General, UNCTAD

3 ITC is one of WTO s key partners in trade capacity building. And we all know that precisely trade capacity building, more than flexibilities or preferences, is the main lever to make trade work for development [ ] ITC s comparative advantage consisting of its vast network of producers, suppliers, and entrepreneurs can be used to gather more and better information about the constraints faced by SMEs and the priority action needed for their better insertion into supply chain. Pascal Lamy, Director-General, WTO

4 ABBREVIATIONS BRIC Brazil, Russia, India, China CEB United Nations System Chief Executives Board for Coordination CEMAC Economic and Monetary Community of Central Africa CIDA Canadian International Development Agency COMESA Common Market for Eastern and Southern Africa CTAP Certifi ed Trade Advisors Programme DBIS Division of Business and Institutional Support DCP Division of Country Programmes DFID United Kingdom Department for International Development DMD Division of Market Development DPS Division of Programme Support EAC East African Community ECCAS Economic Community of Central African States ECOWAS Economic Community of West African States EIF Enhanced Integrated Framework EnACT Enhancing Arab Capacity for Trade EU European Union GDP Gross domestic product ILO International Labour Organization IMF International Monetary Fund IT Information technology ITES IT-enabled services IWCA International Women s Coffee Alliance JAG Joint Advisory Group LDC Least developed country LLDC Landlocked developing country MDG Millennium Development Goal MLS-SCM Modular Learning System for Supply Chain Management NTF II Netherlands Trust Fund Programme NTM Non-tariff measure OECD Organisation for Economic Co-operation and Development OIF International Organisation of La Francophonie PACT II Programme for building African Capacity for Trade PCTP Poor Communities and Trade Programme PITAD Pakistan Institute of Trade and Development PSC Programme support costs RB Regular budget RBM Results-based management REC Regional Economic Community SADC Southern African Development Community SECO State Secretariat for Economic Affairs (Switzerland) SIDS Small island developing state SME Small and medium-sized enterprise SPS STDF TPO TRTA TSI T4SD UEMOA UNCTAD UNDP UNIDO USAID WEDF WIPO WTI WTO XB Sanitary and phytosanitary measures Standards and Trade Development Facility Trade promotion organization Trade-related technical assistance Trade support institution Trade for Sustainable Development Programme West African Economic and Monetary Union United Nations Conference on Trade and Development United Nations Development Programme United National Industrial Development Organization United States Agency for International Development World Export Development Forum World Intellectual Property Organization World Trade Institute World Trade Organization Extrabudgetary resources 2 INTERNATIONAL TRADE CENTRE

5 CONTENTS FOREWORD 4 ITC AT A GLANCE 6 CONTEXT 8 TRENDS IN GLOBAL TRADE 10 TRADE POLICY LANDSCAPE 11 EMERGING CHALLENGES 13 DEVELOPMENT RESULTS 14 BUILDING AWARENESS 18 CASE STUDY: BUILDING AWARENESS THROUGH GLOBAL EVENTS 22 CASE STUDY: NON-TARIFF MEASURES: BREAKING DOWN THE BARRIERS 26 STRENGTHENING TRADE SUPPORT INSTITUTIONS 28 CASE STUDY: BOOSTING EXPORTS FROM PERU S NORTHERN CORRIDOR 32 CASE STUDY: INCREASING SME S ACCESS TO FINANCE IN BENIN 34 ENHANCING POLICIES 36 CASE STUDY: PRODUCERS AND INDUSTRY EXPERTS CO-AUTHOR YAM SECTOR STRATEGY IN GHANA 40 CASE STUDY: STRENGTHENING INSTITUTIONAL CAPACITY IN PAKISTAN 42 SUPPORTING ENTERPRISES 44 CASE STUDY: BANGLADESH S IT COMPANIES FIND NEW CLIENTS 48 CASE STUDY: TAKING JEWELLERY TO THE LOUVRE FROM JORDAN 50 MAINSTREAMING INCLUSIVENESS AND SUSTAINABILITY 52 CASE STUDY: ACCESS! TO EXPORT FOR BUSINESSWOMEN IN AFRICA 56 CASE STUDY: IMPROVING THE LIVELIHOODS OF CAMBODIAN SILK ENTREPRENEURS 58 CORPORATE ACHIEVEMENTS 60 RESULTS-BASED MANAGEMENT 62 EVALUATION 63 JOINT ADVISORY GROUP 63 FINANCIAL OVERVIEW 64 STAFFING 69 COMMUNICATION AND OUTREACH 71 PARTNERSHIPS 72 PARTICIPATION IN HIGH-LEVEL MEETINGS 76 APPENDICES 78 APPENDIX I: ITC TECHNICAL COOPERATION BY REGION AND STRATEGIC PRIORITY 80 APPENDIX II: ITC TECHNICAL COOPERATION PROJECTS BY COUNTRY AND SCOPE 85 APPENDIX III: PROJECT ALLOCATIONS 95 APPENDIX IV: DISTRIBUTION OF ASSIGNMENTS BY NATIONALITY/GENDER 102 APPENDIX V: DISTRIBUTION OF ASSIGNMENTS BY COUNTRY 105 APPENDIX VI: DISTRIBUTION OF ASSIGNMENTS BY REGION OF ASSIGNMENT 106 ANNUAL REPORT

6 FOREWORD On the face of it, 2012 was a tough year for the global economy including exporters. At the end of September the World Trade Organization (WTO) downgraded its 2012 forecast for world trade expansion to 2.5% from 3.7%. Against such a background, it was an uphill battle for businesses across the developing world to expand or even maintain their exports. ITC s main clients in member states, the trade support institutions (TSIs), including trade promotion organizations (TPOs), were under pressure to fi nd innovative ways to diversify product lines and open up new markets for their exporters. These topics took centre stage in October at the ITC World Export Development Forum (WEDF) and the TPO Network World Conference and Awards, which attracted record high level attendances (see page 22). As the year ended, however, it became clear that all was not doom and gloom. In China, the hard landing that many had feared did not materialize, and the economy continued to grow at a sustained rate of about 8%. The country is slowly rebalancing its economy, with the proportion of national income destined for domestic consumption on the rise, resulting in increased opportunities for exporters in other countries. Although there was no sharp rebound in the United States, the fi gures confi rmed that the economy was in better shape than Europe s, despite the uncertainties related to the fi scal cliff and its aftermath. Indonesia, the host of last year s WEDF, has become one of the most promising economies in Asia, while Mexico has been benefi ting from the reshoring of American companies from Asia and could come to outshine Brazil as Latin America s most dynamic large economy. At the same time, a fundamental shift is taking place across emerging markets, with the rapid expansion of the middle class creating a new and different type of demand for goods and services. This growing demand for higher value-added products provides new market opportunities even for small nations, as long as they can fi nd niche sectors in which they can be competitive. AFRICA RISING Few regions are moving forward on the road to prosperity more rapidly than sub-saharan Africa, with the International Monetary Fund (IMF) estimating growth in the region of 5.5% in Four of the 10 fastest-growing nations in the world were African. ITC s own research highlighted a trend towards the reorientation of exports from sub-saharan Africa to emerging markets, particularly in Asia. Our analysis predicts that trade between West Africa and Asia will grow at 14% each year in the next decade, far higher than predicted global trade growth. On current trends, however, this growth is driven by an increase in the exports of commodities, rather than valueadded goods, and the challenge facing African policymakers is to maintain the overall growth in exports to Asia, while moving up the value chain towards the export of processed goods. To understand how this can be done, we need to look at why African exports to Europe include an increasingly higher proportion of value-added products. Many of these exports are taking place within the supply chains of multinationals that is to say, they are the consequence of foreign direct investment by European-based multinationals in Africa. Thus, to increase value-added exports to Asia and Latin America, African countries need to fi nd ways of attracting investment from these regions, not only in extractive industries, but also in manufacturing and services. GROWING SOUTH-SOUTH TRADE With stagnation in developed economies, developing countries need to increase their exports to emerging markets. Sustainable growth of South-South trade will require investments in new capabilities, trade facilitation measures, infrastructure and trade fi nance. Today, as production has become more fragmented, much of trade is taking place between multinationals and their subsidiaries and subcontractors. The fragmentation of supply chains has increasingly resulted in countries trading not only in goods, but in tasks. This is only 4 INTERNATIONAL TRADE CENTRE

7 possible, however, if companies can move goods, services and people across borders quickly and effi ciently. Small and medium-sized enterprises (SMEs) can also benefi t from the phenomena of globalized supply chains: while many of them may not be able to export directly, they can feed into the global supply chains of larger companies domestically. Countries that cannot provide these conditions will be left behind. An ITC study estimated that simply reducing the time to clear customs by 50% would generate an extra US$ 15 billion annually in gross domestic product (GDP) for sub-saharan Africa. (For more information, see www. intracen.org/africa-trade-potential-export-opportunities-ingrowth-markets/). MEETING THE CHALLENGE ITC responses to the challenges of this tough year are described in this report. We have focused sharply on projects related to our strategic objectives, delivering concrete outcomes. Over the past few years ITC has reformed its operating model, increasingly focusing on large and integrated programmes with higher impact, and rolling out results-based management (RBM) principles across all projects (see page 62). We continue to focus on contributing to the achievement of positive outcomes with our three client groups SMEs, TSIs and policymakers. The organization is well positioned to partner with benefi ciary countries within the Aid for Trade framework, to develop and execute export-led programmes that are based on countries real needs and contribute to sustainable and inclusive growth, including programmes that benefi t marginalized groups and women. BUILDING OUR CAPACITIES As this report shows, in 2012 we made good progress in improving our effectiveness and building our own capacities. In the case of our programme in support of regional integration in Africa, PACT II, for instance, we identifi ed the most promising regional value chains, analysed their shortcomings and then strengthened local institutions to address them. Such complex, multi-faceted interventions contribute to higher effectiveness and increase the impact of ITC s work. During the year, we also carried out several formal mid-term evaluations of large programmes, which confi rm that we are on the right track in concentrating our delivery in such programmes, with higher potential for impact on the ground and realizing greater economies of scale. Lessons learned from the evaluations and on developing a more structured approach to risk management are being included in our programme design and implementation processes. One result of this consolidation process was that, following a record year in 2011, we took a more conservative approach to the volume of delivery in We wanted to be able to take into account the fi ndings of the mid-term evaluations of our current large programmes before designing the generation of new large programmes that will replace those winding up in 2012 and early While we focus on both the quality and the volume of our delivery, quality comes fi rst, and we did not want to increase volume without knowing that we were on the right track. With the design of the next generation of large programmes now moving ahead at full speed, we expect the 2011 delivery volume to be at least matched in future years. We have launched a fundraising strategy to build on the support of traditional donors and identify new ones, including foundations and corporations whose goals align with the United Nations Millennium Development Goals (MDGs) and the ITC agenda of Export Impact for Good. During 2012 the organization and its partners agreed to launch an evaluation of ITC to look at the progress ITC has made on the recommendations of the 2006 evaluation and to provide guidance on the direction of the organization as it moves forward. The report is expected to be completed in early I would like to end this foreword on a personal note. This is the last Annual Report that I will be presenting, as my term of offi ce will end in June after seven years at the helm of ITC. It has been extremely rewarding to serve as the Executive Director of ITC, and I believe a great deal has been achieved and much progress made by the organization. Despite the need to achieve new standards of quality, effi ciency and accountability demanded by its stakeholders, ITC is now better placed than ever to serve developing country exporters, including women-owned enterprises, and poor communities. I have learned much, and forged friendships around the world that I value greatly. I pay tribute to Pascal Lamy, Director-General of WTO and his team, as well as Supachai Panitchpakdi, the Secretary-General of UNCTAD (United Nations Conference on Trade and Development) and his team and thank them for their guidance. I wish also to thank the management and staff of ITC who have worked with great dedication to turn our common vision into a reality; and to all our benefi ciaries and donors, who continue to believe in us and provide us valuable feedback that contributes to our success. I am profoundly grateful to you all, and wish you well for the future. Patricia Francis Executive Director International Trade Centre ANNUAL REPORT

8 ITC AT A GLANCE Non-tariff measures Trade intelligence Influencing trade policy Networking Issues and events Building Awareness Strengthening TSIs TSI benchmarking Publications understand market conditions build institutional capacity to assist exporters Services to exporters TRADE SUPPORT INSTITUTIONS Export Impact for Good Business management Marketing and matchmaking Sector development Exporter Competitiveness empower businesses to export ENTERPRISES POLICYMAKERS ITC is the development partner for small-business export success Enhancing Policies create an export-enabling environment Business voice in policy Trade negotiations Global value chains Inclusiveness and Sustainability National export strategy WTO accession Economic empowerment mainstream social values Environment Women and trade Poor communities Aid for Trade Increase the capacity of less-advanced developing countries to become more dynamic players in the global economy United Nations Millennium Development Goals Goal 1: Eradicate extreme poverty and hunger Goal 3: Promote gender equality and empower women Goal 7: Ensure environmental sustainability Goal 8: Develop a global partnership for development 6 INTERNATIONAL TRADE CENTRE

9 Since 1964, ITC has helped developing and transition economies to achieve sustainable development through exports activating, supporting and delivering projects with an emphasis on achieving competitiveness. It does this by providing trade development services to the private sector, TSIs and policymakers, and by working with national, regional and international bodies. Parent organizations: WTO and the United Nations, through UNCTAD Headquarters: Geneva, Switzerland KEY NUMBERS 76.5 million ITC s total expenditure (net) in 2012, in US$ 17 export development strategies created and implemented 955 enterprises that met potential buyers, leading to business transactions, as a result of ITC support 255,437 registered users of ITC market analysis tools 12,000 the number of visitors to ITC open-access online self-training modules (from 151 countries) 122 corporations signed up to the Global Platform for Sourcing from Women Vendors 260,000 company trade contacts available through ITC s trade intelligence tools (from 60 countries) 98 TSIs directly assisted by ITC in capacity-building workshops, seminars, forums and training sessions conducted, with 12,178 participants, 48% of them women 217 active projects in ITC staff at 31 December 2012: 47% men, 53% women, representing 71 nationalities 708 consultants and individual contractors who provided further technical expertise STRATEGIC OBJECTIVES Improving the availability and use of trade intelligence Strengthening TSIs Enhancing policies for the benefi t of exporting enterprises Building the export capacity of enterprises to respond to market opportunities Mainstreaming inclusiveness and sustainability in trade promotion and export development policies ITC LEADERS Patricia Francis, Executive Director Jean-Marie Paugam, Deputy Executive Director Anders Aeroe, Director, Division of Market Development (DMD) Aïcha Pouye, Director, Division of Business and Institutional Support (DBIS) Eva K. Murray, Director, Division of Programme Support (DPS) Friedrich von Kirchbach, Director, Division of Country Programmes (DCP) ITC FUNDING EXPLAINED The work of ITC is enabled by the regular budget and extrabudgetary funding, which includes programme support costs (PSC). The regular budget is approved on a biennial basis by the United Nations General Assembly and the WTO General Council. PSC is earned via a charge to extrabudgetary expenditure and the budget is approved on a yearly basis. Extrabudgetary funds are activated through the ITC Trust Fund. This includes two categories of funds, known as windows. Window I consists of unearmarked and soft-earmarked contributions from donors, while Window II is composed of bilateral contributions for specifi c projects or programmes, as well as income earned through revolving funds. ANNUAL REPORT

10 2012 was a tough year for the global economy and particularly for exporters. At the end of September WTO downgraded its 2012 forecast for world trade expansion to 2.5% from 3.7%. Against such a background, it was an uphill battle for businesses across the developing world to expand or even maintain their exports. Patricia Francis, Foreword

11 CONTEXT

12 CONTEXT CONTEXT TRENDS IN GLOBAL TRADE It was another diffi cult year for global trade in In the immediate aftermath of the global fi nancial crisis, in 2009, world exports had contracted by 23%. However, this was immediately followed by a pronounced bounce-back, and in 2010 exports grew by 22%. This recovery was sustained in 2011, with growth of almost 19%. World trade slowed, however, in the beginning of 2012, and was contracting overall for at least half of the year. Developing countries exports have largely followed this post-fi nancial crisis pattern, although with a consistently better performance than exports from developed countries (see the chart below). In 2012, among developing countries, exports grew by 4.6% during the first half of the year, compared to the same period in 2011, while the exports of developed economies declined by 0.1%. The fi rst available fi gures (covering almost 94% of world trade) indicate an accentuation of this negative trend during the third quarter, including a small contraction of developing economies exports. In 2010, export growth in developing countries as a whole signifi cantly outperformed that of developed countries. This advantage narrowed in 2011 (from 13% to 6%), and further dropped to less than 5% in the fi rst half of The export growth of landlocked developing countries (LLDCs), sub-saharan African countries and least developed countries (LDCs), which were most severely affected by the 2009 crisis, was very strong in 2011, outperforming the developing country average. This performance becomes less impressive, however, if oil is excluded from the calculation, and overall, growth was fragile largely due to the small export bases of these countries. Developing countries, and particularly LDCs, are characterized by a low level of market diversifi cation compared to developed economies. This leads to greater volatility, which in 2012 produced a weaker export performance among LDCs, sub-saharan African countries and LLDCs than in developing countries as a whole. 40 Developed countries Developing countries Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q FIGURE 1 Exports: year on year change (%) 10 INTERNATIONAL TRADE CENTRE

13 CONTEXT chapter-02 Developing countries had been diversifying their exports and, until 2008, were catching up with the developed world. However, performance has stalled since then, and LDCs and LLDCs, and to a lesser extent sub-saharan African countries and small island developing states (SIDS), lag far behind the overall group of developing countries. 8% TRADE POLICY LANDSCAPE Regulations based on non-tariff measures (NTMs), including in key services sectors, are increasingly being used as determinants of competitive advantage in a geographically fragmented production system. The complexity of dealing with NTMs arises from the fact that many of them are intended to address public policy objectives such as health, safety or the quality of the environment. In such cases, the legitimacy of the measures is largely determined by the manner in which they are designed and implemented, to assess whether they restrict trade unjustifiably. This, coupled with growing South-South trade, is an important factor contributing to the constantly evolving global trading environment. Meanwhile, the trend towards regional integration and proliferation of preferential trade agreements continues. Almost 400 such agreements are currently in existence, and each member of WTO belongs, on average, to 13 separate agreements. 20% 16% Building awareness 16% 10% Enhancing policy 10% TSI strengthening 24% Supporting enterprises 22% Inclusiveness and sustainability 20% Corporate efficiency 8% 22% 24% FIGURE extrabudgetary expenditure against the strategic objectives ANNUAL REPORT

14 CONTEXT 6% 15% Sub-Saharan Africa 53% 53% Arab States 16% 16% 10% 59% Expenditure on LDCs, LLDCs, SIDS and SSA Asia-Pacific 15% Eastern Europe and Central Asia 6% Latin America and the Caribbean 10% FIGURE extrabudgetary expenditure by region Despite the deadlock in the Doha round of trade negotiations, WTO remains the principal forum where developing and transition economy countries can negotiate and enforce commitments and rules governing international trade, to the benefi t of the private sector. Its importance is demonstrated by the enthusiasm of countries in completing their accession process to become WTO members. Among developing countries in 2012, the Lao People s Democratic Republic ratifi ed its WTO membership agreement and Tajikistan s accession package was approved by the WTO General Council. New members admitted to WTO in 2012 were Montenegro, the Russian Federation, Samoa and Vanuatu. Another 24 governments have applied to accede to WTO and are at different stages in the process, while only 13 Member States of the United Nations have not applied to join WTO. These dynamics of the global trading environment will drive domestic trade policy responses to improve the business climate for attracting investments in value-added products and services and to achieve competitiveness and effi ciency. DELIVERY TO PRIORITY COUNTRIES ( ) The charts below show how ITC s delivery in priority countries and regions has evolved over the last six years in cash terms and as a share of delivery specifi c to countries or regions. This measure excludes delivery of ITC s global public goods, such as trade intelligence tools and publications, as well as expenditure on organizational improvement projects such as communications and the introduction of RBM. The share of delivery to priority countries and regions increased to a peak in 2011, with strong large programme delivery in these countries. In 2012, however, as two large programmes focused on these regions approached the end of their life cycles, ITC delivery to priority countries fell slightly. With the regeneration of large programmes focusing on priority countries in 2013, it is expected that in coming years the ratio of ITC s delivery to priority countries will once again move above 70% of delivery with a specifi c geographic focus. Extrabudgetary delivery in US$ millons As share of country and region specific delivery 25 90% 20 80% 15 70% 60% 10 50% 5 40% % INTERNATIONAL TRADE CENTRE

15 CONTEXT EMERGING CHALLENGES The world is becoming more interconnected by the day. This has resulted in a new way of organizing production by accessing various components of goods and services from geographically dispersed locations. This production fragmentation provides opportunities for developing countries and LDCs to integrate into regional and global value chains. A particular preoccupation of developing countries is how to achieve upward mobility within these value chains. However, they face challenges in attracting effi ciency seeking foreign investments and need to put in place investment and trade policies and accompanying regulations that are conducive to attracting such investment. This requires a comprehensive and creative strategy to enlist the support of transnational corporations and provide incentives for collaboration with SMEs. Multinationals can balance their interests and those of SMEs in developing countries by fostering sustainable partnerships. They may also consider development impact issues as an integral part of the business calculus of investment and sourcing decisions. However, while connecting small producers with large-scale business is important, it is not suffi cient to establish sustainable integration of SMEs into global supply chains. Small businesses require the skills to meet the demands of buyers, which is where TSIs can have a role to play. National governments, through their TSIs, are increasingly focusing on building the capacity of their SMEs so that they can plug into international value chains. National strategies can encourage public private collaboration to build such capacities. ANNUAL REPORT

16 We continue to focus on contributing to the achievement of positive outcomes with our three client groups SMEs, TSIs and policymakers. The organization is well positioned to partner with beneficiary countries within the Aid for Trade framework, to develop and execute export-led programmes that are based on countries real needs and contribute to sustainable and inclusive growth. Patricia Francis, Foreword

17 DEVELOPMENT RESULTS

18 DEVELOPMENT RESULTS DEVELOPMENT RESULTS Aid for Trade is the main vehicle for the trade-led partnership for development between governments, the private sector and international institutions. It provides a framework to address the challenges emerging in the international trade arena and affords developing countries opportunities to use trade for sustainable development. Aid for Trade guides the ITC work programme, which is structured around fi ve strategic objectives: building awareness; strengthening TSIs; enhancing policies; supporting enterprises; and mainstreaming inclusiveness and sustainability. The 2012 Annual Report presents ITC achievements during the year against each of these objectives. TABLE 1 ITC indicators of achievement and performance measures, biennium INDICATORS OF ACHIEVEMENT PERFORMANCE MEASURES (targets) 2012 (actuals) Strengthened integration of the business sector into the global economy through enhanced support to policymakers Increased number of export development strategies developed and implemented, including the number of cases in which trade is integrated into national development strategies as a result of ITC support in enabling decisionmakers to develop effective trade and export development programmes. Increased number of country networks having generated multilateral trading system-related activities and increased number of proposals on the multilateral trading system prepared and implemented by country networks, through the support of ITC in enabling decision-makers to understand business needs and create an environment conducive to business. Increased number of cases in which country negotiating positions have been enriched through analytical input and business sector participation, with the support of ITC, in enabling decision-makers to integrate business dimensions into trade negotiations. Number of trade development strategies Number of country networks Number of negotiating positions Increased capacity of TSIs to support businesses Increased number of TSIs having improved their ranking on the ITC TSI benchmarking scheme through ITC support. Number of TSIs Increased number of policy proposals having been presented by TSIs to the competent authorities involving ITC support. Number of policy proposals Strengthened international competitiveness of enterprises through ITC training and support Increased number of enterprises enabled to formulate sound international business strategies through ITC training on export management issues, delivered directly or indirectly. Increased number of enterprises enabled to become export ready through ITC training activities, focusing on export readiness, delivered directly or indirectly. Increased number of enterprises having met potential buyers and, as a result, having transacted business through ITC support. Number of enterprises Number of enterprises Number of enterprises INTERNATIONAL TRADE CENTRE

19 DEVELOPMENT RESULTS BUILDING AWARENESS This fi rst ITC objective is concerned with raising awareness of the challenges and opportunities for SMEs in developing and transition economies associated with international trade and supporting them in addressing market failures caused by lack of trade information and transparency. ITC efforts in 2012 focused on: Improving and expanding its suite of trade intelligence tools; Enhancing the ability of partners to contribute to greater trade transparency and improve their market position by producing, analysing and disseminating trade intelligence; Helping countries better understand the non-tariff obstacles to trade faced by their business sectors; and Using global platforms to stimulate debate on trade issues. STRENGTHENING TRADE SUPPORT INSTITUTIONS ITC works closely with TSIs to encourage sustainable development through exports. In 2012, ITC work with TSIs included: Advancing the development and implementation of TSI-targeted tools to improve performance and service provision while recognizing excellence; Providing customized support to TSIs to help them improve their performance and to build specialized services addressing the needs of SMEs; and Facilitating integrated sector development by strengthening the role of TSIs in export value chains. SUPPORTING ENTERPRISES ITC provides direct support to companies or works through TSIs to stimulate export development at the enterprise level. Work to support enterprises in 2012 focused on: Delivering direct, customized initiatives supporting job creation, high-value production and high export potential; Facilitating, with the support of TSIs, an integrated sector approach that assists multiple enterprises in a single value chain; and Delivering standardized global programmes to strengthen the international business skills of enterprises through the extensive ITC network of TSIs. MAINSTREAMING INCLUSIVENESS AND SUSTAINABILITY In 2012, ITC continued to integrate development objectives in its trade-related technical assistance (TRTA) initiatives: Developing and delivering results through dedicated projects focused on gender, poverty reduction or the environment; Mainstreaming sustainability and inclusiveness in the organization s activities generally; Developing a model for future reporting on these considerations in the context of the RBM framework; and Adjusting the framework that sets ITC s strategic goals in to include increased emphasis on both transparency in trade and gender. ENHANCING POLICIES ITC supports trade policy formulation by encouraging the integration of the business sector into the policymaking process. In 2012, ITC placed special emphasis on: Expanding private sector involvement in the WTO accession and regional trade integration processes; Empowering TSIs and policymakers to lead export strategy development processes and providing support in implementation management to make the strategic vision a reality; and Facilitating partnerships for improved skills in trade policy formulation. ANNUAL REPORT

20 DEVELOPMENT RESULTS BUILDING AWARENESS Building awareness of the challenges and opportunities associated with international trade and assisting developing countries with access to trade and market information has been at the heart of ITC activities since its establishment in In 2012, ITC continued building on its strong foundation in trade intelligence. The organization improved and expanded its suite of global public goods; enhanced the capacity of TSIs to analyse and produce their own customized trade intelligence for the benefi t of SME exporters; used trade intelligence as a conduit to achieve tangible outcomes; and used global platforms and publications to build awareness on trade and development issues. TRADE INTELLIGENCE AS A GLOBAL PUBLIC GOOD The ITC approach to global public goods is to provide accessible intelligence that makes a difference to its clients, with timely and factual information that directly impacts on SME export success. For many of its benefi ciaries, ITC is synonymous with its research, publications, tools and databases that facilitate export decision-making. This is refl ected in consistently positive survey results: 92% of TSIs and policymakers surveyed on ITC market analysis tools in 2012 confi rmed that these tools had a positive infl uence on the quality of the services their institutions offer, while 62% of companies said the tools had a positive infl uence on their exports and imports Standards Map training, Burkina Faso 2 Standards Map Facebook page 3 Standards Map training at ITC In 2012, there were more than 255,000 registered users of ITC integrated market analysis tools, such as Trade Map, Market Access Map, Investment Map and Standards Map. Each tool has been maintained and updated to ensure relevant and timely information. In 2012, the Standards Map database contained information on 79 private standards and codes of conduct, applied in over 180 countries on more than 40 product groups. Market Access Map was improved and relaunched. It includes information on NTMs and incorporates feedback from benefi ciary countries. Since September 2012, company data from more than 60 countries have been available within Trade Map, improving the ability of companies to identify trading partners across the world. Inclusion of company data in Trade Map came in response to a user survey of ITC market analysis tools. Improvements were also made to LegaCarta, the online database of trade treaties covering more than 280 instruments, with the addition of a new group of 27 treaties. This transparency on trade fl ows, market information and legal requirements enables better-informed business decisions. The year 2012 also saw strong demand for ITC trade intelligence and publications designed to support the private sector in participating effectively in policymaking processes. ITC trade policy publications have been used to develop tailor-made modular learning programmes for business managers. Fifty-three issues of the ITC Business and Trade Policy Business Briefi ng were published during the year. Private sector operators have been able to learn from practical experiences in trade policy reform through the development of case studies on, for example, the commitments made by the Russian Federation during its WTO accession process and the reform of the electric power industry in the Philippines. 18 INTERNATIONAL TRADE CENTRE

21 DEVELOPMENT RESULTS ITC global public goods also support SMEs in doing business. Responding to a direct request from partners, ITC jointly developed a practical, step-by-step guide on exporting fl our and pasta to the European Union (EU) for exporters from the customs union of Belarus, Kazakhstan and the Russian Federation. The guide was developed through an intensive consultative process with national stakeholders, experts and the business community, and was accompanied by a training programme for exporters and TSIs on export potential and EU market requirements. ITC also developed a guide on good practice in agricultural contracts for smallholder producer organizations. Links have been established with training institutes in sub- Saharan Africa and other international organizations to support smallholder associations in becoming more market oriented and improving their contractual relationships with buyers. AWARENESS OF EMERGING ISSUES Raising awareness is an important part of the ITC Trade and Environment Programme, funded by the Government of Denmark through the ITC Trust Fund. In 2012, the programme produced a number of technical papers to inform businesses of opportunities in the green economy. These included a series of Sustainability Market Guides, which provide exporters with hands-on technical guidance on market requirements, and a study on the trade in python skins for the luxury fashion industry. This study informed discussions within the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES). The paper analysed trade trends and issues relating to illegality, animal welfare, corporate social responsibility and sustainable sourcing of python skins ( BUILDING CAPACITY ITC enhances the capacity of policymakers, TSIs and SMEs to make the best use of trade intelligence for decision-making. Capacity-building programmes enable participants to train other institutions and companies, adding value to their service portfolio and contributing to further knowledge dissemination. An important contribution has been the ITC Benchmarking Programme, which enables TSIs to assess their performance and compare it against their peers. A series of papers examining good practice in the fi eld will also be made available. Building on previous work on commercial model contracts for SMEs, ITC developed a trainers guide to ensure these public goods are used effectively and produce positive business outcomes. Pilot training was conducted with 64 enterprises in Cambodia and the Lao People s Democratic ITC seminar on Non-Tariff Measures: New challenges and the road ahead, Geneva 5 Environmental guides on green economy opportunities ANNUAL REPORT

22 DEVELOPMENT RESULTS Republic. Work will continue in partnership with the International Chamber of Commerce in partner countries in North Africa. In Senegal, as part of a programme supported by the Government of the Netherlands through the Netherlands Trust Fund (NTF II), ITC established a monitoring cell within the national TSI, which focuses on tracking and disseminating intelligence on the mango sector, thus ensuring that all sector stakeholders are better equipped to face global competition. Members of the business communities in India, Kazakhstan, the Philippines and the United Republic of Tanzania are now better able to engage in the trade policy process from a business perspective as a result of tailormade capacity-building programmes addressing issues particular to each of their countries. The Albanian Investment and Export Promotion Agency enhanced its service portfolio for exporters through the development of competitive intelligence services, providing insights on key export markets for Albanian companies. As a result of training and support from ITC, the agency is now able to match export products, such as olive oil, fi g jam and medicinal plants, to target markets. ITC work in Albania is delivered through the One UN Coherence Fund. A survey of benefi ciaries trained in the use of ITC market analysis tools found that the skills of 95% had improved following training. In addition, 85% reported that ITC training had contributed to positive outcomes for them, including better preparation for trade negotiations, enhanced ability to run trade fairs and improvements in the quality of products or services delivered. Benefi ciaries reported that training resulted in an average export impact of US$ 71,500 per person trained Market analysis workshops, Côte d Ivoire 3 NTM training in Kazakhstan 4 Country customized NTM guides BEYOND TOOLS TO OUTCOMES Identifying and understanding non-tariff obstacles to trade from a private sector perspective is a major objective for ITC. In 2012, the organization launched seven more surveys among the business communities in Cambodia, Côte d Ivoire, Guinea, Indonesia, Kazakhstan, Tunisia and the United Republic of Tanzania under the NTM Programme, funded by the United Kingdom s Department for International Development (DFID). The NTM surveys constitute a robust instrument to identify areas for improvement in a country s internal business environment, as well as obstacles faced by companies in foreign markets. A number of countries surveyed in previous years are using their results to improve the business environment, strengthen their negotiating positions with other countries and develop export strategies (see case study on pages 26-27). Data obtained through the NTM surveys are now available through ITC trade intelligence tools. 20 INTERNATIONAL TRADE CENTRE

23 DEVELOPMENT RESULTS The regional Programme for building African Capacity for Trade (PACT II), funded by the Canadian International Development Agency (CIDA), has extensively used access to trade intelligence and awareness-building activities to contribute to concrete outcomes. ITC has worked with the Regional Economic Communities (RECs) in the three focus regions West, Southern and Central Africa to build sustainable capacity in the production, analysis and use of trade intelligence. In view of the fact that PACT II will come to an end in 2013, the market analysis and trade information professionals of the Economic Community of West African States (ECOWAS), the Economic Community of Central African States (ECCAS) and the Common Market for Eastern and Southern Africa (COMESA) took over the lead in trade intelligence in 2012, with ITC playing a supporting role. The RECs coordinated trade statistical reporting, produced market research for companies, delivered market analysis training to TSIs and enterprises, advised ministries on trade performance and prepared their own customized market news bulletins for relevant products. PACT II has thus enabled sustainable trade intelligence capacity in much of sub-saharan Africa. TRADE ON THE WORLD STAGE IN 2012 ITC raises awareness of opportunities and challenges in international trade by providing thought leadership and encouraging debate. It makes complex research accessible for the general public and organizes traderelated events such as the WEDF. For more information on WEDF, see the case study on page 22. Trade and development took centre stage in 2012 at the 13th UNCTAD ministerial meeting in Doha, Qatar, with the theme Prosperity for all. ITC moderated a panel discussion on its research paper, Free Trade Agreements: Necessary but not suffi cient. Lessons from the Arab region, and hosted an event highlighting the achievements of the Enhancing Arab Capacity for Trade (EnACT) Programme. ITC also contributed an international trade perspective to the United Nations Conference on Sustainable Development (Rio+20). Partly as a result of the organization s contribution to four side events, the Rio+20 outcome document describes trade as a tool for implementation of sustainable development UNCTAD XIII Panel discussion on Free Trade Agreements: Necessary but not suffi cient. Lessons from the Arab region 2 EnACT achievements presented during UNCTAD XIII 3 Ms. Hebayeb, owner of the Silsal company, at the EnACT reception, UNCTAD XIII ANNUAL REPORT

24 CASE STUDY BUILDING AWARENESS THROUGH GLOBAL EVENTS ITC global events in October and November 2012 focused on innovation and emerging markets as forces to power sustainable export growth during volatile economic times. The 13th WEDF took place in Jakarta, Indonesia, from 15 to 17 October, followed by the ninth TPO Network World Conference and Awards in Kuala Lumpur, Malaysia, on October. The second Women Vendors Exhibition and Forum was held in Mexico City on 6 7 November. These events provided platforms not only for the sharing of good practices but also for laying the foundations for and contributing to initiatives enhancing export-led economic growth built around SMEs. All three events attracted record numbers of participants an indication of their value as forums for exchanging ideas and experiences and building networks of contacts. WORLD EXPORT DEVELOPMENT FORUM Jakarta, Indonesia, October 2012 WEDF 2012 was hosted by Indonesia s Ministry of Trade under the theme Linking growth markets: new dynamics in global trade. The event brought together some 500 delegates from more than 60 countries. They included representatives of governments, TPOs and the private sector from across Asia Pacifi c, the Middle East, Africa, Europe and the Americas. The focus on South-South trade was chosen to refl ect the importance of trade between developing countries and growth markets against a We must work to ensure that the emergence of growth markets and the new dynamics in international trade must be made to matter to our people. I urge delegates here today to ensure businesses, especially SMEs, and entrepreneurs truly benefit from greater linking of growth markets to the rest of the world. We must ensure that, through greater trade and investment, we improve the quality of our lives. And equally important, we must strive to include our people in every step we take to promote greater linkages and integration amongst our nations. Susilo Bambang Yudhoyono, President of the Republic of Indonesia Opening Statement to the 13 th WEDF backdrop of slow growth and stagnation in Organisation for Economic Co-operation and Development (OECD) economies, the traditional trading partners for most developing countries. South-South trade is no longer an aspiration, but a reality for many emerging economies that have begun to diversify their exports towards other emerging countries. To maintain their growth trends, all developing countries and LDCs need to do the same. However, sustainable growth of South-South trade will require investments in new capabilities, trade facilitation measures, infrastructure and trade fi nance. Each of these issues was discussed at WEDF. Summarizing the discussions at WEDF, ITC Executive Director Patricia Francis highlighted the following key messages: Countries are trading today not only in goods, but increasingly in tasks and this is only possible if goods, services and people can move across borders quickly and effi ciently. This fragmentation of production through global and regional value chains offers greater opportunities for SMEs to feed into the supply chain of larger companies. While the notion of value chains is not new, a fundamental shift in value chains is taking place as a result of changing consumer behaviour and preferences due to a ballooning middle class in emerging economies. The new demand for higher value-added products creates opportunities for even small nations to gain market access and benefi t so long as they are able to fi nd niche sectors in which they can be competitive and where their companies can scale. Trade is a necessary condition to ensure food security, though obviously not the only one. Trade is indispensable in terms of the accessibility and affordability of food: the more obstacles to trade there are, the more diffi cult it is to make affordable food available to all. Technology innovations in infrastructure services are important drivers for economic and social development. The theme of WEDF 2013 will be Export-led employment generation through the integration of SMEs into supply chains. 22 INTERNATIONAL TRADE CENTRE

25 DEVELOPMENT RESULTS If trade is the engine of growth, then trade finance is the fuel. Nazeem Noordali, General Manager, Corporate and Structured Finance Department, International Islamic Trade Finance Corporation TRADE PROMOTION ORGANIZATION NETWORK WORLD CONFERENCE AND AWARDS Kuala Lumpur, Malaysia, October 2012 Participants at the 2012 TPO Network World Conference and Awards, organized in collaboration with the Malaysian TPO MATRADE, discussed how TPOs can best respond to the challenges raised by the world trade trends identifi ed at WEDF. The event brought together more than 200 participants from 65 countries to address the theme Transforming TPOs business through innovation. The role of TPOs is increasingly important in this new environment as they seek innovative ways to develop and promote export-oriented trade. ITC Deputy Executive Director Jean-Marie Paugam told participants: TPOs need to be perceived by their customers and stakeholders as effective and effi cient in delivering results. Key issues covered during the two-day conference included TPOs assessment and performance improvement with a particular focus on the new ITC Benchmarking Programme, measuring TPOs impact on employment generation, reacting to and preparing for sudden change, developing green industry, tapping into niche markets and fi nding innovative solutions to address clients needs. ITC Executive Director Patricia Francis pointed to impressive examples of innovation among TPOs, including those from Austria, Jamaica, Mexico and Uganda the recipients of the 2012 TPO Network Awards. ITC, like national TPOs, sees an opportunity in innovation, she said. We understand you need new services to meet the needs of today and tomorrow. In partnership with TPOs, ITC s key constituency, we continue to introduce new products and services for our partners. Participants voted for the 10 th TPO Network World Conference and Awards to be held in Dubai, United Arab Emirates, in Everyone needs to work together as one big trading and exporting community to ensure that they continue to grow trade and contribute to the economic development of their economies. Wong Lai Sum, Chief Executive Director, MATRADE Opening plenary of WEDF 2012, Jakarta, Indonesia 2 WEDF 2012 opened by President Susilo Bambang Yudhoyono of the Republic of Indonesia 3 Patricia Francis with Lakshmi Venkatachalam, Vice President, Private Sector and Co-fi nancing Operations, Asian Development Bank 4-6 TPO Network World Conference and Awards 2012, Kuala Lumpur, Malaysia 5 Jean-Marie Paugam, Deputy Executive Director, ITC, summarizes the conference discussions 6 The four award winners, from Austria, Mexico, Uganda and Jamaica ANNUAL REPORT

26 CASE STUDY WOMEN VENDORS EXHIBITION AND FORUM Mexico City, Mexico, November 2012 Governments worldwide spend US$ 11 trillion a year on procurement, yet only an estimated 1% of procurement contracts are won by women-owned enterprises. Increasing that 1% and linking more women-owned businesses into global value chains were the goals of two events held in Mexico City under the auspices of the Global Platform for Sourcing from Women Vendors, on 5 7 November Representatives from 38 developing and least developed countries participated, resulting in women entrepreneurs signing 60 agreements to enter into commercial transactions, with a combined value of US$ 6 million. This represents a small but important step towards giving more opportunities to women in international trade, according to ITC s Director of Business and Institutional Support, Aïcha Pouye. Pouye said: Through the Women Vendors Exhibition and Forum we are ensuring that women get linked into global value chains. While it might seem obvious that women should have the same opportunities, it is not yet the case. Through this event, we aim to ensure that women get a fair chance and succeed in running viable SMEs. Investing in women entrepreneurs has important benefits for the building of stronger, more stable and more sustainable communities. Nathán Wolf, Director-General for Cooperation and International Economic Promotion, Ministry of Foreign Affairs, Mexico The matchmaking sessions that took place between sellers and buyers are likely to result in many more deals in the coming months, as delegates continue the bilateral discussions that began in Mexico City. Nearly 150 sellers and 40 buyers from multinational companies and mediumsized enterprises were among more than 350 delegates, including offi cials from governments and TSIs, who attended this year s event. Francis said: The women vendors and companies that attended this year s Forum are setting examples for others to follow. Both vendors and buyers have shown how important it is to move out of your comfort zone to seek and achieve success. Francis s views were backed by Nathán Wolf, Director- General for Cooperation and International Economic Promotion at Mexico s Ministry of Foreign Affairs. He said: This year s Women Vendors Exhibition and Forum has been a huge opportunity to incorporate women entrepreneurs and women-owned businesses into the supply chains of global fi rms. SENIOR EXECUTIVE ROUND TABLE ON SOURCING FROM WOMEN VENDORS The fourth Senior Executive Round Table on Sourcing from Women Vendors was held in conjunction with the Women Vendors Exhibition and Forum on 5 November. Some 100 delegates from government, multinationals and organizations shared experiences on increasing the percentage of procurement won by women vendors. Presiding over the fi rst session of the round table, Francis said: Increasing sourcing from women vendors is central not only to the goal of bringing more businesswomen into trade and increasing the earnings of women in global value chains, but also to bringing global growth back on track Day 1 Wrap Up, Women Vendors Exhibition and Forum Networking at the second Women Vendors Exhibition and Forum 2012 Women spend more on their families, education, health and their communities. Investing in women is a wise business decision. Elizabeth Vazquez, Chief Executive Offi cer, WEConnect International 24 INTERNATIONAL TRADE CENTRE

27 DEVELOPMENT RESULTS Round-table participants agreed that: Corporations should increase their efforts to actively seek out women vendors; TSIs need to do more to identify companies owned by women and should increase capacity-building to further enhance these efforts; Governments should establish preferential policies within the scope of WTO s plurilateral Agreement on Government Procurement to target more sourcing from companies owned by women; and Women business owners should take a more proactive approach to increase their share of procurement contracts from government and corporations by doing their research, understanding their customers and making better use of the competitive advantage they present as suppliers. Increasing procurement from women-owned businesses is about more than ensuring that women have a fair chance of participating in the economy and global value chains, according to Elizabeth Vazquez, Chief Executive Offi cer of WEConnect International. Governments in particular can make great strides in ensuring that wealth is spread more evenly across societies by channelling income into the hands of women. Women spend more on their families, education, health and their communities. Investing in women is a wise business decision, Vazquez said. The Women Vendors Exhibition and Forum 2012 and the Senior Executive Round Table on Sourcing from Women Vendors were jointly organized by ITC and WEConnect International, in cooperation with ProMéxico and Mexico s Ministry of Foreign Affairs. Women still constitute the poorer and marginalized population group in a lot of countries. This is an obstacle we have to overcome so that they too can enjoy the benefits of free trade. Carlos Casas, Head of Export Promotion, ProMéxico Women Vendors Exhibition and Forum 2012, Mexico City 2 Fourth Senior Executive Round Table on Sourcing from Women Vendors, Signing ceremony - Letters of Intent - Women Vendors Exhibition and Forum Networking at the Women Vendors Exhibition and Forum 2012 ANNUAL REPORT

28 CASE STUDY NON-TARIFF MEASURES: BREAKING DOWN THE BARRIERS If burdensome NTMs could be eliminated, or at least reduced, and companies enabled to deal with them both at home and abroad, we would see a huge boost to international trade. Poonam Mohun, NTM Programme Manager, ITC With NTMs becoming the principal impediment to international trade, ITC is working with the private sector in 27 countries to identify barriers to trade and provide advice to governments on how to overcome and reduce them. While multilateral and regional trade agreements have led to a reduction in tariff barriers in global trade, the world has experienced a steady rise in the number of NTMs. These can prove to be a major obstacle to local, regional and global trade in both goods and services as companies struggle to comply with an increasingly complex web of policies and, at times, opaque technical standards. Since dealing with NTMs mostly represents fi xed costs to businesses, they have a larger relative impact on SMEs. Stephen Cadiz, Minister of Trade and Industry of Trinidad and Tobago, said at the launch of the ITC survey of NTMs in his country: It is essential that NTMs be identifi ed so we at the Ministry of Trade and Industry can go about the task of their reduction and removal in a bid to increase the level of trade facilitation in Trinidad and Tobago and continue to drive economic growth. He is not alone. National policymakers often lack a clear picture of what their private sector perceives as the major obstacles to trade. Understanding enterprises key concerns with NTMs can assist governments to better defi ne national strategies and policies and take concrete steps to alleviate the problems for example by building national capacity in complying with technical regulations. In response to this challenge, ITC conducts large-scale surveys of exporting and importing enterprises, analyses the survey results and presents detailed reports to national stakeholders outlining the obstacles to trade as well as options on how to address them. According to ITC s NTM Programme Manager, Poonam Mohun: If burdensome NTMs could be eliminated, or at least reduced, and companies enabled to deal with them both at home and abroad, we would see a huge boost to international trade NTM training in Kazakhstan 2-4 ITC seminar on Non-Tariff Measures: New challenges and the road ahead, Geneva 5 Export goods subject to NTMs jgmorard 26 INTERNATIONAL TRADE CENTRE

29 DEVELOPMENT RESULTS SRI LANKA: ROAD MAP FOR REFORM Using input from an ITC NTM survey, the Government of Sri Lanka decided to upgrade the local SPS infrastructure and US$ 554,000 in funding for this has been approved by the WTO Standards and Trade Development Facility (STDF). As part of a new project, ITC and the Ceylon Chamber of Commerce will assess the fruit and vegetable value chain, update the national database of pests, seeds and diseases, and build capacity in both the public and the private sectors around SPS issues. Tamil tea picker collecting leaves, Sri Lanka istockphoto The survey in Sri Lanka resulted in the development of a road map for the country to take concrete steps to improve its business environment, after 69% of the more than 500 companies interviewed reported problems with NTMs and other obstacles to trade. In particular, they pointed to diffi culties with technical testing, inspection and certifi cation, which are required to demonstrate conformity with SPS requirements. They also have to cope with a lack of trade-related infrastructure and burdensome trade procedures. For example, a Sri Lankan toy producer reported: The EU has very strict requirements for toy imports, from chemical content of the paint to physical specifi cations. A lack of requisite testing facilities in Sri Lanka forces companies to send samples abroad for testing and certifi cation, increasing both cost and the time required to export. After receiving the ITC survey report, the Sri Lankan Government asked ITC for recommendations on each area where action is needed, in order to consult with domestic stakeholders (e.g. customs authority, technical agencies) and to improve the effi ciency of its institutions. ITC developed a matrix covering all the problems identifi ed and met with offi cials to discuss a programme of advisory and technical assistance support. The NTM Programme directly addresses the needs expressed by our beneficiaries in every ITC client survey, NTMs have been reported as a top priority requiring ITC support and technical assistance. Patricia Francis, Executive Director, ITC Although many, if not most, NTMs are imposed for legitimate reasons, they often have a negative effect on trade and can amount to a disguised form of protectionism. Even well-intended NTMs can have negative consequences, in particular in developing countries with a modest supportive infrastructure. Because of their diverse nature and complexity, NTMs are notoriously diffi cult to evaluate and this lack of transparency tends to aggravate their impact on the private sector. NTMs include, among others, import quotas, special licences, export restrictions, export subsidies, technical barriers to trade, sanitary and phytosanitary (SPS) measures and rules of origin. Under the ITC NTM Programme, funded mostly by DFID, enterprises are surveyed to fi nd out exactly what barriers they face. In 2012 alone, 10 such surveys were completed, bringing the total number so far to 19, while follow-up action by governments was taken based on surveys conducted in the previous year and ITC recommendations (see box). The surveys completed to date have shown that obstacles to trade include not only NTMs imposed by partner countries, but also bottlenecks in the exporting country s capabilities and shortfalls in technical facilities needed to meet regulations and demonstrate compliance with NTMs. After a survey is completed, ITC prepares an in-depth analysis of the results in a report which is then discussed in a national workshop bringing together representatives of the private sector, TSIs, government agencies and academics. These workshops seek to identify areas requiring concrete action by policymakers in different export sectors. They also help TSIs and business associations to better understand sector-specifi c challenges, enabling targeted support for businesses and the fostering of more transparent and dynamic commercial activity. According to ITC Executive Director Patricia Francis: The NTM Programme directly addresses the needs expressed by our benefi ciaries in every ITC client survey, NTMs have been reported as a top priority requiring ITC support and technical assistance. ANNUAL REPORT

30 DEVELOPMENT RESULTS STRENGTHENING TRADE SUPPORT INSTITUTIONS In its drive to achieve export impact for good at country and regional levels, ITC works in partnership with a network of TSIs, including TPOs, government administrations, sector organizations and business associations. The involvement of local TSIs is key to the long-term sustainability of positive outcomes beyond the conclusion of ITC s involvement in projects. TSIs are both recipients of technical assistance and essential partners in the delivery of much of ITC s work. The organization s work in strengthening TSIs in 2012 included the development of tools, tailor-made support for improving TSI performance, support for specifi c TSI services and facilitating an integrated approach to export development in various sectors, countries or regions. TOOLS FOR TSIs ITC develops and maintains a suite of global public goods to assist TSIs to improve their performance in facilitating SME exports from developing countries. These tools enable ITC to provide services to more TSIs than it works with directly. Three out of fi ve training modules designed to build TSI capacity were rolled out in They address institutional assessment, strategy and management, service portfolios, networking and performance measurement. The fi rst TSIs to take advantage of this service were NUCAFE, a coffee sector association in Uganda, PALTRADE, the Palestine Trade Centre, and KAZNEX INVEST of Kazakhstan. BENCHMARKING TSI PERFORMANCE TSIs use learning and sharing of good practice with peers to deliver high-quality services to SMEs. The ITC Benchmarking Programme, funded by the ITC Trust Fund, is a new tool to assist TSIs to identify strengths and weaknesses against industry standards. It was developed in collaboration with a group of TPOs and piloted in 2011 and Of the 13 TPOs assisted to date, six have initiated performance improvement plans based on the benchmarking fi ndings. Three additional TPOs have requested ITC assistance for follow-up action, while all the TPOs assessed have recognized the potential of the programme to make a signifi cant contribution to improving their performance. At its summit meeting in Mexico in 2012, the B20 the premier forum for international cooperation on trade and investment selected the ITC benchmarking web platform as the channel to share experiences and good practices in trade and investment promotion Market analysis workshop on export assessment methodology at PALTRADE, Palestine 3-4 Workshop with PALTRADE staff and board members to develop the strategic plan STRENGTHENING TSI PERFORMANCE Strengthening the performance of TSIs is essential for sustainable export development. In 2012, ITC solutions to improve the performance of TSIs in supporting businesses in developing countries formed an intrinsic component of a number of programmes. With ITC support, PALTRADE developed a multi-year organizational strategy and an implementation plan for institutionalizing an RBM approach. The organization also enhanced its ability to engage public and private sectors in trade policy dialogue and improved its service offering in trade information services and market analysis for businesses, especially women-owned businesses. An NTM survey of 400 fi rms to identify non-tariff obstacles to trade faced by exporters from Palestine was carried out by PALTRADE, with coaching from ITC. The NTM report should further assist PALTRADE in refi ning its strategy and service offering. 28 INTERNATIONAL TRADE CENTRE

31 DEVELOPMENT RESULTS Strengthening the capacity of local TSIs in the area of trade policy was considered to be vital for improving the economic integration of Côte d Ivoire into the West African region and the global economy. This is at the heart of the EU-funded programme in Côte d Ivoire, which ITC jointly implemented with the United Nations Industrial Development Organization (UNIDO) and a number of Ivorian partners, including the Ministry of Trade and the national TPO, APEX-CI. In 2012, APEX-CI improved its service offering in effective trade promotion and export development, including its trade information and market analysis services, as a result of extensive training in trade intelligence and the further development of a trade information network. The agency identifi ed cereals, cassava and textiles as strategic priorities for export development and selected six product market pairs to target in its export promotion initiatives. Strengthening the network of TSIs in Peru s northern corridor to support agrifood exporters is the aim of a three-year programme, funded by Switzerland, which began in 2011 and is described in the case study on pages In light of the early success of the programme, the Government of Peru and PromPerú, the national TPO, would like to replicate the initiative in other regions of the country. SPECIALIZED SUPPORT TO TSIs ITC provides bespoke technical assistance to TSIs in specialized areas of trade promotion and export development. In 2012, support was provided in areas including marketing and branding, access to fi nance, legal aspects of foreign trade, business and trade policy, and quality management. Building on previous successes in helping Zambian micro-, small and medium-sized enterprises obtain access to trade fi nance in an initiative funded by the ITC Trust Fund, ITC is now contributing its expertise to a One UN programme in Zambia. ITC has strengthened its partnership with the Zambian Development Agency and local fi nancial institutions have been identifi ed to participate in the programme. For more information on ITC s work in Access to Finance, see the case study on pages ITC works with the STDF to assist developing countries to implement SPS standards, improve the quality of products and facilitate access to export markets. Stakeholders in the Nigerian sesame seed and shea butter sectors have improved their management, understanding and implementation of SPS measures thanks to a partnership between the Nigerian Export Promotion Council, ITC and STDF since ITC will continue its collaboration with STDF in other partner countries, starting with Sri Lanka, from Caribbean Export staff trained on TSI benchmarking tool and methodology 2 Benchmarking training for regional experts at ITC 3 Benchmarking web platform 4 Access to fi nance training in Zambia 5 Workshop on arbitration and commercial dispute resolution in Côte d Ivoire and the West African OHADA zone ANNUAL REPORT

32 DEVELOPMENT RESULTS Product differentiation and intellectual property are key value drivers in international trade. ITC is currently collaborating with the World Intellectual Property Organization (WIPO) in a pilot programme funded by the ITC Trust Fund to build a branding methodology and tools for export value creation, starting with the establishment of a brand for cloves from Zanzibar, United Republic of Tanzania. This initiative is championed by key TSIs in Zanzibar as a means of adding value to benefi t local communities on the island. Work on the programme commenced in late 2012 and is set to intensify in The Supply Chain and Logistics Programme for the Southern African region, which is funded by the regional government of Flanders in Belgium and focused on Malawi, Mozambique and South Africa, wrapped up in Under the programme, ITC assisted farmer cooperatives in Malawi to improve their management, production planning and marketing activities for improved sales to buyers and supermarkets. In Mozambique, ITC facilitated a partnership between TSIs in the country and neighbouring South Africa to build expertise in export packaging. Through a joint initiative with the International Organisation of La Francophonie (OIF) to promote South-South trade, 25 SMEs and 12 TSIs in Cambodia and the Lao People s Democratic Republic improved their ability to formulate international contractual agreements, while TSIs in the Central African Republic and the Congo broadened their services to clients by offering high-quality management support for SMEs. AN INTEGRATED APPROACH TO BUILDING EXPORT DEVELOPMENT INFRASTRUCTURE Establishing a brand for cloves from Zanzibar ITC/David Faulks 6-8 Export packaging workshop in Mozambique The ITC integrated approach to supporting trade promotion and export development in a particular sector, country or region entails strengthening all the relevant TSIs within a value chain towards a common purpose. This development of soft infrastructure enables more sustainable results and embeds local ownership. This holistic approach is the cornerstone of a number of larger, integrated ITC programmes. PACT II aims to use international trade as a conduit to strengthen regional integration within its three programme regions in Africa: COMESA, ECCAS and ECOWAS. The development of a regional structure of TSIs supporting the needs of a regionally integrated private sector is an important outcome for the programme, which comes to an end in mid ITC assists the RECs in each region to act as lead TSIs, institutionalizing a network of national and regional organizations that reinforces trade integration and business development for export. 30 INTERNATIONAL TRADE CENTRE

33 DEVELOPMENT RESULTS The NTF II sector development programme focuses on fi ve countries Bangladesh, Kenya, Senegal, South Africa and Uganda. It aims to increase the competitiveness of high-potential sectors in the selected countries by strengthening the capacity of TSIs to deliver improved export-related services to SMEs. In 2012, with ITC support, each of the participating TSIs expanded and deepened its service portfolio to meet the needs of its respective client base. All TSIs also improved monitoring and reporting in order to better track results Meeting of buyers and sellers from Viet Nam and Middle East countries to boost South-South trade 3 Production planning, management and marketing of agricultural produce in Malawi 4-5 Sharing export packaging expertise for vegetables in Durban, South Africa 6 Sharing export packaging expertise for citrus fruit in East Cape, South Africa ANNUAL REPORT

34 CASE STUDY BOOSTING EXPORTS FROM PERU S NORTHERN CORRIDOR Exporters of agricultural products in Peru s northern Amazonian corridor are getting a helping hand from ITC, working with national and local TSIs, to overcome the many challenges they face in trying to develop new markets abroad and diversify their offering. A three-year, Swiss-funded, US$ 1.66 million export development project is supporting Peru s efforts to accelerate development through trade, by strengthening the capacity of TSIs in the northern corridor to provide business development services that meet the needs of agribusiness exporters. ITC is working with two national partners, the Ministry of Foreign Trade and Tourism, and PromPerú, the Export and Tourism Promotion Board, as well as a network of local TSIs such as chambers of commerce, universities and educational institutions and other private service providers. The eight regions covered by the project Amazonas, Cajamarca, La Libertad, Lambayeque, Loreto, Piura, San Martin and Tumbes together contributed 20% of Peru s GDP in 2009 and 23% of its exports. However, the country s northern corridor has historically lacked an effi cient trade support network providing export development services to agribusiness exporters, according to Alberto Sanchez, PromPerú coordinator in Lambayeque. Furthermore, he said, coordination is limited Workshop on the ITC Market Analysis and Research Programme, Tarapoto, in the Amazonian area of Peru on export development between the public and private sectors at the national and regional levels, and among the regions themselves. To address this issue, the project set up a policy dialogue component, bringing together the key actors from the eight regions to agree on common priorities for export development and to report these to the national authorities. The topics identifi ed included: quality as a productive need for the exports from the region; organizational and associability problems in the productive sector; and access to energy supply for the productive sector. Many TSIs in the northern corridor don t know their own weaknesses, Sanchez said. We like to work with projects like ITC s because it helps us to improve our competitiveness. Hopefully, the economy in the north will continue to grow and, with the support of ITC, TSIs will be able to support companies to grow. Most producer associations in the northern corridor need to improve their capacities in areas ranging from decisionmaking and strategic planning to fi nance and human resource management, according to Augusto Vasquez, Certifi cation Manager at the Querecotillo Association of Small Organic Banana Producers in Sullana, Piura. The project aims to strengthen the capacity of TSIs in the region to help SMEs better understand and implement food safety systems based on Hazard Analysis and Critical Control Points (HACCP), a systematic, preventive approach to food safety. In 2012, 10 agriculture and agroprocessing enterprises in Chiclayo and Piura received training on food safety standards and HACCP. In four seminars between April and December, 10 trainer-cumcounsellors were coached on using ITC methodology and its training pack on HACCP. They were also taught about the need to improve food safety and its implications for world trade, which is vital since importers in Asia, Europe and North America all demand certifi ed quality control. The trainers, in turn, will use their experience and knowledge to train other SMEs in applying HACCP after the project ends in The northern corridor, which accounts for 80% of the riches of Peru, according to PromPerú s Sanchez, also boasts a vibrant handicraft industry and grows a wide assortment of fruits and vegetables, such as asparagus, lime, avocados and beans, that it is keen to sell overseas. 32 INTERNATIONAL TRADE CENTRE

35 DEVELOPMENT RESULTS Many TSIs in the northern corridor don t know their own weaknesses. We like to work with projects like ITC s because it helps us to improve our competitiveness. We need to expand our relationship with ITC. We need more training. This is very important for us as we need to grow like an institution, and ITC helps us. Alberto Sanchez, PromPerú coordinator, Lambayeque The country s economic performance has traditionally been tied to exports, which provide hard currency to fi nance imports and external debt payments. But while exports of goods such as copper, gold, zinc, textiles and fi shmeal have provided substantial revenues, selfsustained growth and a more egalitarian distribution of income have proven elusive. Still, poverty in the country of 29 million people has steadily declined in recent years from more than 44% in 2006 to about 31% in 2010, according to the World Bank. The ITC initiative has helped the economics school at Santo Toribio de Mogrovejo University in Lambayque to move closer to achieving its goal of upgrading the quality and breadth of its consultancy services to SMEs. During their work helping companies to access government funding for technological improvement, staff discovered that SMEs have a need for legal advice and the collection and analysis of data, according to Julia Maturana, the economics school s director. We are also writing a proposal for funds to go further, she said. We want to have an offi ce specifi cally for this work, to focus all the efforts, because we want a physical place and a team with a very clear vision and mission. We were working on this before, but in a very scattered way. This framework helped us to organize as a unit. Peru illustrates the logic behind the ITC one-to-one-tomany approach and how it helps ensure sustainability. The project institutionalizes successes and lessons learned with the aim of producing a lasting, positive effect on Peru s economy through a stronger and more diversifi ed export sector, and it has had a demonstrable impact. We now work with different tools in the international markets and we know better how to meet standards, said Sanchez. Our expectations are very positive. We, as an institution, and the enterprises need different tools to help us to improve the product and the presentation to sell to international markets. We need to expand our relationship with ITC. We need more training. This is very important for us as we need to grow like an institution, and ITC helps us Organic and Fairtrade banana producers in Sullana Province, Peru, involved in the ITC Export Quality Management Programme 4-6 The Agrobeans processing plant, in Chiclayo, Peru 7-8 The Agro Pucala sugar cane processing facility, Pucala district, Peru ANNUAL REPORT

36 CASE STUDY INCREASING SMEs ACCESS TO FINANCE IN BENIN Estelle Ahoyo runs a small business in Benin that produces and exports fruit and vegetables to Nigeria, Burkina Faso, Mali, Senegal and Niger. Looking forward, she would like to export to North African countries and eventually to the EU and the United States. The company has identifi ed potential clients, but lacks capital to increase production, buy appropriate packaging and comply with regional and international standards: all her attempts to get bank loans were unsuccessful. The problem faced by Ahoyo s company is common to many SMEs in developing countries. According to Cyprian Bangirana, chairperson of the Kagango Coffee Farmers Association in Uganda, lack of trust between fi nancial institutions, micro-enterprises and SMEs, farmers and cooperatives has worsened since the 2008 fi nancial crisis. He said that the reluctance of the banking sector may often be understandable as many enterprises have weak fi nancial management and discipline. The project assigned us a financial management counsellor who has helped us to improve the financial management of our association and develop a business plan. Aminatou Bagoudou, chairperson of an association of women fruit processors ITC has responded to this problem with its Access to Finance for SMEs Programme. The programme develops the skills of SME managers in fi nancial management, in particular strengthening their fi nancial soundness and ability to submit bankable projects. At the same time it helps fi nancial institutions to improve their understanding of the needs of SMEs, and their capacity to evaluate the potential and risks of projects and monitor the performance of loan recipients Experience sharing workshop with pineapple micro-enterprises, SMEs and TSIs from Benin, Togo, Côte d Ivoire and Guinea 2 Training workshop for fi nancial management counsellors coaching micro-enterprises and SMEs 3 Group photo of counsellors and bank representatives In Benin, the Access to Finance for SMEs Programme has funding of US$ 1.4 million from the Government of Finland and is supporting the Agon Project agon means pineapple in Fon, a Beninese language. The objective is to help export-ready and exporting microenterprises, SMEs, cooperatives and associations gain access to fi nance and fi nancial services. The project aims to help develop the pineapple sector in Benin by promoting South-South trade and cooperation, thus improving the livelihoods of more than 3,000 people, including SME owners, their staff and families. In Benin, the pineapple industry has faced several diffi culties, including the high price of freight and lack of refrigeration capacity and appropriate packaging. Growers and SMEs have been unable to secure loans from local fi nancial institutions to improve production and marketing. Aminatou Bagoudou, chairperson of an association of women fruit processors, is one of the benefi ciaries of the project. She said: The project assigned us a fi nancial management counsellor who has helped us to improve the fi nancial management of our association and develop a business plan. The bank approved our loan application for 25 million CFA francs (US$ 50,000) after visiting our premises and interviewing us. The loan will be used to update processing equipment and buy more appropriate packaging with the objective of exporting processed pineapple juice to Burkina Faso and Niger. The ITC project partnered with the Bank of Africa (BOA), the Banque régionale de solidarité (BRS) and Fonds 34 INTERNATIONAL TRADE CENTRE

37 DEVELOPMENT RESULTS The Agon Project is the first of its kind in Benin to address the needs of the agricultural sector in such an inclusive and holistic way. Like the other financial management counsellors, I have built a longterm relationship with two SMEs and will continue to provide them with coaching and monitoring. Léon Agba, Agon Project coordinator, Agence Béninoise de Promotion des Échanges Commerciaux National de Microfi nance, three banks that expressed interest in expanding their SME portfolios and engaging in the pineapple sector. To improve their understanding of the potential and risks related to SMEs, a training session was organized for lending offi cers. Loancom, an ITC credit-scoring tool that takes into account the fi nancial and non-fi nancial parameters of SMEs and associations, was provided to BOA. This software enables lending offi cers to better assess loan applications made by SMEs and associations. The Benin project has also facilitated two guarantee funds with the French development agency, AFD, and Fonds GARI, a West African development bank, that can be used by BOA and BRS for the benefi t of those in the Beninese pineapple value chain. Léon Agba, a certifi ed fi nancial management counsellor and Agon Project coordinator at the Benin TPO, Agence Béninoise de Promotion des Échanges Commerciaux, said: The Agon Project is the fi rst of its kind in Benin to address the needs of the agricultural sector in such an inclusive and holistic way. Like the other fi nancial management counsellors, I have built a long-term relationship with two SMEs and will continue to provide them with coaching and monitoring. Under the programme, 70 micro-enterprises and SMEs have been given access to fi nancial services and, after some initial delays, the banks are now assessing applications for loans totalling US$ 3.9 million. Pending applications include Estelle Ahoyo s but, meanwhile, with ITC technical assistance, her exports to Burkina Faso, Niger and Nigeria have substantially increased. Yaya Ouattara, ITC Adviser on Access to Finance for SMEs, said: The programme is not just about loans and fi nance: providing access to fi nancial services, including bank accounts, and developing the fi nancial capabilities of traders are just as important. I am confi dent that we have sown the seeds here in Benin, and that the benefi ts will be long-lasting. The programme is also active in Senegal, Uganda and Zambia, with funding from the United States Agency for International Development (USAID), the Government of Japan and NTF II Agon project seminar with Robert Akinde, Director General of the Benin Agency for Trade Promotion 3 Aminatou Bagoudou, chairperson of an association of women fruit processors 4-6 Inspection in a pineapple fi eld 7 Pineapple juice ANNUAL REPORT

38 DEVELOPMENT RESULTS ENHANCING POLICIES ITC s support to policymakers is designed to help them navigate the new trade policy landscape resulting from deadlock in the Doha round of international trade negotiations. While WTO remains the principal forum for developing countries and transition economies to negotiate and enforce rules governing international trade, the number of regional and preferential trade agreements has mushroomed. ITC support focuses on the integration of the business sector into the global economy through improved effectiveness of national and regional policy for export development and trade promotion. The organization does this by supporting export strategy development and implementation, integrating the voice of the private sector in trade policy and reinforcing capacity in trade policy formulation. ITC APPROACH TO EXPORT STRATEGY DEVELOPMENT Export strategy is essential for targeted export growth. The ITC approach to export strategy for a sector, country or region entails developing a comprehensive assessment of trade-related needs, articulating a vision, identifying the requirements for making that vision a reality and developing a practical plan of action and an accompanying implementation management framework. While ITC facilitates the process, the responsibility remains with the policymakers and the business sector to jointly develop and own the export strategy and its implementation. In response to the growing number of countries that are designing export strategies and creating national export councils, ITC is developing a World Export Strategy database. In addition, ITC is reinforcing its needsassessment methodologies in support of a more strategic and systematic approach to Aid for Trade programming National export strategy symposium, 1 st consultation, with Jawad Al-Naji, Minister of National Economics and Manal Farhan, Director of Industrial Development Department, Palestine 3 National export strategy symposium, 2 nd consultation 4 Poster on national export strategy in Kyrgyzstan 5-6 The export strategy of Kyrgyzstan, 2 nd consultation, with Djoomart Otorbaev, Vice Prime Minister NATIONAL EXPORT STRATEGIES ITC contributed to the export strategy processes of a number of countries in Public sector and business stakeholders in Ghana, Kyrgyzstan and Liberia formulated strategies to stimulate an export culture and export growth, while instituting public private dialogue to mainstream international trade as a vehicle for national development. Stakeholders in Ghana and Liberia also developed plans of action and implementation management frameworks to make their ambitions a reality. For more information on ITC work on sector export strategies in Ghana, see the case study on pages ITC continued its support of Dominica, which adopted its national export strategy in 2011, by assisting the country to improve its public private dialogue and implement the strategy. The Export Strategy Design and Management Programme is funded from contributions to the ITC Trust Fund. Work also began to support Palestine in the development of an export strategy, which the local implementing partners are themselves funding. ITC has assisted 36 INTERNATIONAL TRADE CENTRE

39 DEVELOPMENT RESULTS stakeholders in mapping the network of TSIs, analysing trade performance and surveying development plans. Priority sectors and functions have been agreed and delivery of the joint export strategy is planned for EXPORT STRATEGY IN LARGE PROGRAMMES ITC has continued its support of RECs through PACT II in the development and implementation of regional export strategies. In 2012 this assistance focused on COMESA. After the endorsement of a regional strategy for the leather sector in 2011, COMESA facilitated the development and endorsement of national policy documents by stakeholders from the public and private sectors in member states. COMESA also worked to ensure greater awareness of the implications of regional policy and mobilized stakeholders to own these policies. More effi cient public private sector governance mechanisms have been established and the priorities of stakeholders have been refl ected in strategy documents. As part of the NTF II Programme, Uganda s coffee sector export strategy was updated for Mainstreaming gender was an important component of this updated strategy to ensure that the benefi ts of Ugandan coffee exports are shared by women in the sector, their families and communities. THE PRIVATE SECTOR VOICE IN TRADE POLICY Bringing private sector interests and perspectives into the policymaking process underlies much of ITC s work to integrate the business sector in developing and transition economies into the global economy. ITC addressed three main areas of work in 2012 to ensure that the voice of the private sector is heard in trade policy: LDC accession to WTO; business participation in public private dialogue; and awareness of the business implications of regional trade integration. The key ITC contribution to the WTO accession process is to ensure that the business sector in LDCs is aware of the implications of accession and is enabled to make a signifi cant contribution to the negotiations. With funding from the ITC Trust Fund, activities were carried out in 2012 in Ethiopia, the Lao People s Democratic Republic and Samoa, and there was a marked improvement in private sector confi dence in WTO accession in all three countries. Samoa was formally welcomed as the 155th member of WTO in May ITC continues its support of the Pacifi c island nation by facilitating public private dialogue and contributing research and analysis related to the business implications of Samoa s accession package, including obligations related to tax reform. Some 85% of the benefi ciaries of ITC support in Samoa in 2012 reported an increased understanding of the business implications of the country s accession to WTO NTF II Uganda coffee sector: farm visits, cup-tasting workshop 5-6 Building competitiveness through trade policy and human resource management: training for business managers, Viet Nam 7-8 Half-day validation workshop on a private sector position paper on Ethiopia s WTO accession negotiations, Addis Ababa ANNUAL REPORT

40 DEVELOPMENT RESULTS Samoa s accession to WTO WTO 2 Lao People s Democratic Republic s accession to WTO WTO 3 Raising awareness and involving parliamentarians in the Asia-Pacifi c region in WTO accession Assemblée parlementaire de la Francophonie 4-5 Making the most of WTO accession: Financial services negotiations and liberalization, Tajikistan The Lao People s Democratic Republic s accession to WTO was announced during the WTO General Council in October 2012, at which the Lao chief negotiator recognized ITC s contribution to his country s accession process. ITC support assisted in strengthening the institutional capacity of business associations to provide relevant services to their membership in relation to WTO accession. This included the establishment of the WTO Reference Centre at the Lao National Chamber of Commerce and Industry. ITC assistance to LDCs in the early stages of the WTO accession process was extended to Afghanistan and Sudan, with a focus on establishing public private dialogue as a mechanism for partnership and coordination. ITC s assistance in relation to preparation for WTO accession was extended to Tajikistan in 2012, with funding from Switzerland s State Secretariat for Economic Affairs (SECO). In addition to the support provided to the private sector to build its confi dence in the process of accession, the programme provided technical support to the Ministry of Economic Development and Trade in charge of the accession negotiations. This included legislation reviews, guidance and policy advice on specifi c trade issues such as agriculture and services. In 2012, ITC initiatives to expand private sector involvement in regional trade integration focused on East and South Africa, particularly on services sectors. Research and analysis were conducted and public private dialogue took place in partnership with key private sector TSIs in the region. For example, in partnership with the East Africa Business Council, ITC undertook a study of the potential impact on the private sector in the East African Community (EAC) of the tripartite free trade agreement between the Southern African Development Community (SADC), EAC and COMESA. The strategy was validated through a public private dialogue. Initially nurtured under PACT II, the COMESA Business Council has evolved into an integrated secretariat responsible for carrying out effective trade promotion and business development for the private sector in COMESA member states. In 2012, the Council facilitated South- South cooperation between COMESA and emerging countries in Asia and the Middle East with the aim of stimulating further economic development in the region. The Council is now the recognized voice of the private sector in the COMESA region and has worked to become fi nancially sustainable beyond PACT II. 38 INTERNATIONAL TRADE CENTRE

41 DEVELOPMENT RESULTS INCREASING CAPACITY FOR TRADE POLICY FORMULATION Since 2011, ITC has worked with WIPO and UNIDO in assisting Pakistan to build sustainable capacity for improved trade policy development. The EU-funded initiative focuses on the strengthening of the Pakistan Institute of Trade and Development (PITAD) through a strategic partnership with the World Trade Institute (WTI) in Bern, Switzerland. A total of 12 training modules developed by PITAD trainers have been certifi ed by WTI. Fourteen master trainers were trained under WTI mentorship and a joint WTI PITAD Certifi cate in International Trade Law and Commercial Diplomacy was awarded to the fi rst cohort of 35 trainee offi cers. For more details, see the case study on pages Workshop to assess the impact of the COMESA EAC SADC tripartite free trade agreement on the private sector 2 Trade policy training for PITAD staff at WTI, Bern, Switzerland 3 COMESA Business Council ANNUAL REPORT

42 CASE STUDY PRODUCERS AND INDUSTRY EXPERTS CO-AUTHOR YAM SECTOR STRATEGY IN GHANA When Salama Tulari sat at her roadside shed in Tamale selling yams and wondering how she would ever come up with the money to expand her business, she never imagined her voice would help determine the future of Ghana s strategy to develop its yam industry. But now, as a participant in the Ghanaian Yam Strategy for Rural Development, Tulari has added her voice to those of hundreds of others from the rural and farming population in spelling out just what is needed to improve the production and commercialization of yams and related crops in Ghana. The project, carried out by the Government of Ghana in partnership with ITC and the International Institute of Tropical Agriculture (IITA), is developing the West African country s fi rst sector development strategy for yam production systems and associated crops with stakeholder ownership and leadership. The government s plan is to increase massively the country s yam commercialization and value We re looking at value addition. A wide range of products centred on yam are going to open up new markets in different parts of the world that we have never thought of exporting to with the traditional fresh yam that we are exporting at the moment. Sarkodie Osei, a yam exporter addition. While Ghana is the world s second-largest yam producer after Nigeria, only 30,000 tons of its total production of 7 million tons are currently exported. We re looking at value addition, said Sarkodie Osei, a yam exporter who sits on the Coordinating Committee, a private-public platform for the strategy s management and implementation. A wide range of products centred on yam are going to open up new markets in different parts of the world that we have never thought of exporting to with the traditional fresh yam that we are exporting at the moment, he said. Agriculture accounts for a third of Ghana s GDP and employs more than half the country s workforce, 70% of whom, in the yam sector, are women. Government and private sector stakeholders asked ITC and IITA to design a stakeholder-led plan that would underpin efforts to boost yam exports and open new markets. While yam is a staple in the diet of Ghanaians and other West Africans, who boil, fry and roast the tuber, it can also be used in products such as ice cream, pasta, highquality fl our, beer, wine and cosmetics, and its starch can replace modifi ed starches in industrial processes. The Yam Strategy focuses not just on food security, but also on identifying ways for the food-processing industry to increase the incomes and improve the livelihoods of people at different points on the value chain by adding value to yam crops, according to IITA yam breeder Antonio Lopez, who has extensive experience in yam and agricultural research for development. 1 National stakeholders workshop on yam industry in Ghana 2 Yam value chain scoping tour: participatory meeting with farmers ITC s approach to sector-strategy development is to involve the private sector not only in consultations, but also in decision-making, to ensure that the strategy addresses real needs, according to Hernan Manson, ITC Adviser for Strategy and Value Chain Development. The Yam Strategy is based on the conviction that listening to the voice of the farming, investor and entrepreneurial population is essential. This is because private sector 40 INTERNATIONAL TRADE CENTRE

43 DEVELOPMENT RESULTS The public sector and private sector are not the best bedfellows. People initially felt threatened, because they feared losing their comfort zone, but the mistrust is slowly melting. Anthony Sikpa, Acting Chief Executive, Federation of Associations of Ghanaian Exporters and Chairman, Yam Strategy Coordinating Committee actors will only be prepared to take risks fi nancial or otherwise if they believe they have a good chance of success, and the best way to convince them of that is to let them help devise policy, Manson explained. ITC worked on the preparation of national and/or sector strategies in nine countries in 2012, employing this unique participatory methodology. Anthony Sikpa, Acting Chief Executive at the Federation of Associations of Ghanaian Exporters and Chairman of the Yam Strategy Coordinating Committee, said: The public sector and private sector are not the best bedfellows. People initially felt threatened, because they feared losing their comfort zone, but the mistrust is slowly melting. Several workshops were held in Ghana in 2012 bringing together farmers, exporters, local and international buyers, processors, TSIs, customs offi cials, donors, bankers, government representatives and research centres. The aim was to identify and prioritize the yam sector s problems, taking into consideration gender aspects, the environment and rural development. Participants set objectives such as making the management of farmer associations more professional, improving commercialization strategies, exploring product diversifi cation possibilities and improving access to fi nance. The diffi culty of securing fi nancing is one of the biggest obstacles preventing yam growers and traders from reaching their full potential, according to Tulari. And while all smallholder farmers and traders struggle to obtain funding, she believes banks are particularly tough on women. Ghana s Yam Strategy aims to address these challenges and more. Building on stakeholder decisions made during the initial participatory workshops, the government, ITC, IITA and the Coordinating Committee began work on detailed feasibility studies based on the target markets identifi ed as priorities and in-depth research examining value addition, logistics, production zones and pilot areas. Other post-workshop steps include industrial testing and adaptation of potential new products, resource mobilization and negotiations with partners, and crafting an agreement with partners on implementing modalities, timelines and outputs. There is a human element embedded in the whole strategy, Manson said. The process is not just about getting the right statistics, but about getting the right platform, a real private public partnership. This helps to ensure sustainability; they are driving their own future Salama Tulari, yam farmer 2 Fufu fl our made with yam 3-6 Yam, processed food, packaging and export ANNUAL REPORT

44 CASE STUDY STRENGTHENING INSTITUTIONAL CAPACITY IN PAKISTAN In short courses across Pakistan, civil servants working with the country s business sector are receiving training on trade remedies, intellectual property, NTMs and other trade-related topics. Their coaches are master trainers of the government think tank PITAD. The courses are part of a four-and-a-half-year, 10 million, EU-funded project to enhance the capacity of PITAD as a research, training and export development institute, as well as the focal point on trade policy consultations with the private sector (see box). I am working with newly inducted offi cers, who will serve the ministry for a long time. As such, this course will have a long-lasting effect, said Muhammad Shafi q Haider, one of PITAD s six master trainers, who specializes in the multilateral trading system. The real benefi ciaries of the courses, however, are business people with whom his trainees interact on a daily basis. They have never heard of this course or of PITAD, but it is businessmen who will ultimately benefi t, he said. ITC is implementing the trade policy component of the project, which aims to increase the trade capacity of Pakistan, within the framework of a programme spearheaded by UNIDO. The goal of the programme is to encourage coherent trade policy and regulatory reform and increased export competitiveness. When devising trade policy and related regulations and work on their implementation, government offi cials need to have suffi cient knowledge of the complex international trade framework, as well as the national trade-related regulatory environment. The ITC approach to the project s training component is to strengthen the capacity of PITAD and its staff, so that in turn they can train government offi cers a more sustainable and cost-effective model than having international experts training government offi cials directly, according to Rajesh Aggarwal, Chief of the Business and Trade Policy Section at ITC. The master trainers all participated in an ITC-facilitated training-oftrainers and curriculum development programme at WTI in Switzerland. Junaid Usman Akram, a Second Secretary at the Federal Board of Revenue, was one of 25 participants at a two-day training session in October in Islamabad led by PITAD s Haider. Before attending the training course, I believed that NTMs are regulatory tools in the hands of the government but after attending the fi rst day I believe it is a doubleedged sword and the government has to choose whether a developing economy breathes by it or bleeds by its Before attending the training course, I believed that NTMs are regulatory tools in the hands of the government but after attending the first day I believe it is a double-edged sword and the government has to choose whether a developing economy breathes by it or bleeds by its misuse. Junaid Usman Akram, Second Secretary, Federal Board of Revenue misuse, he said. Seema Raza Bokhari, Chief of the WTO Cell at the Ministry of Industries, said of her experience: It will benefi t my input into industrial policymaking. The programme includes not only training master trainers at WTI, but also developing training modules by the PITAD participants under mentoring by international experts. In 2011 and 2012, 10 of the courses developed by the participants received accreditation by WTI, with a further three expected to be completed in coming months. PITAD plans to eventually offer a fully accredited Master s programme, said Director of Training and Trade Policy, Syed Kausar Ali Zaidi. PITAD staff have so far trained more than 100 offi cers and expect to train 250 to 300 more annually in the coming years, Zaidi said. A further 35 trainee offi cers obtained a joint certifi cate by PITAD and WTI in International Trade Law and Commercial Diplomacy. In the future, PITAD plans to offer courses to civil servants from other countries in the region, such as Sri Lanka and Tajikistan. Anirudh Shingal, Senior Research Fellow at WTI, explained: Development of the courses consists of taking existing WTI modules and adapting them to the Pakistani context and audience. WTI conducts similar programmes in other countries, but the master trainers in these programmes are university faculty members, who are likely to have less of an infl uence on government policy and training of civil servants than is the case with PITAD, which is a government agency. It is a very interesting concept and a great way to build capacity, Shingal said of the ITC approach. 42 INTERNATIONAL TRADE CENTRE

45 DEVELOPMENT RESULTS FROM BOARDROOMS TO GOVERNMENT POLICY: PUBLIC PRIVATE DIALOGUE IN TRADE POLICY FORMULATION Without suffi cient input from the private sector, formulating trade policy is often a hit-and-miss affair. At the heart of the ITC approach to policy formulation lies the concept of public private dialogue (PPD). Participation in the PPD process provides the business community with a valuable opportunity to inform the policy formulation process. Inclusive representation and contribution from the private sector is being sought for each PPD, said Mohammad Owais Khan, Trade Policy Programme Offi cer at ITC. The ITC trade policy project in Pakistan includes the institutionalization of comprehensive, regular and well-informed dialogue between representatives of the Government of Pakistan and the business sector on trade policy formulation and implementation. The initiative provides the private sector with greater participation in the development of the country s trade policy and other trade-related legislation. Many of the recommendations advanced by the private sector have made their way into trade policy documents that are currently undergoing government clearance. The policy recommendations fl owing from such dialogues have made valuable contributions to the trade policy formulation process The mechanism has provided an excellent platform for hearing the views of private sector stakeholders which might have otherwise gone unheard, said Tahir Maqsood, Director General of PITAD. Mirza Abdul Rehman, Vice President of the Federation of Pakistan Chambers of Commerce and Industry, said: Participatory dialogue and interfaces are a meaningful chance to sort out problems and issues stalking the country. Some issues that strain the business and industrial sector in Pakistan are purely local or operational and have resulted from the neglect and apathy of the public service providers, while others are due to absence of communication, dialogue and engagement between the public and private sectors In this sense this PPD initiative is invaluable. As part of the process, a steering committee with equal representation from the public and private sectors was set up. Its mandate is to oversee the planning, implementation and monitoring of PPD on key issues including the promotion of professional, IT and transport services, and improving the competitiveness of the dairy and livestock sectors Trade policy training for PITAD staff at WTI, Bern, Switzerland 4 Trade in Agriculture: Challenges and Opportunities for Pakistan presentation by Nauman Aslam, Director, Trade Development Authority of Pakistan 5 Public private dialogue: Enhancing Competitiveness and Export Potential in Livestock and Dairy Sectors, Lahore, Pakistan 6 Certifi cate of attendance presented to Joint Secretary Finance for participation in training on Trade in Agriculture: Challenges and Opportunities for Pakistan 7 Presentation of Joint Certifi cate in International Trade Law and Commercial Diplomacy ANNUAL REPORT

46 DEVELOPMENT RESULTS SUPPORTING ENTERPRISES The raison d être of ITC is to contribute to sustainable development by enabling SME exports from developing countries. To support enterprises, ITC provides customized initiatives focused on export-led enterprise development, integrated sector development and standardized global programmes to strengthen the international business skills of enterprises through its extensive network of TSI partners. TARGETING HIGH-VALUE EXPORTS AND SOUTH-SOUTH TRADE ITC provides direct support to developing country SMEs to achieve export success through a number of targeted initiatives. ITC cooperates with TSIs and local consultants in partner countries in order to build local capacity and thus ensure sustainability of outcomes beyond the project s duration OIF South-South trade project: Vietnamese mission in Senegal 3 Tunisian organic production: Bio Tunisia event in Dubai (EnACT) 4-5 Jordanian and Algerian handicrafts (EnACT) In 2012, ITC and OIF continued their collaboration in expanding intra- and interregional (South-South) trade between Central and West Africa and the Mekong region in South-East Asia. This initiative is supported by the ITC Trust Fund. As a result of the initiative, business transactions worth more than US$ 5 million were concluded on wood and wood products between Cameroon, Congo, Gabon and Viet Nam. The chambers of commerce of Viet Nam and Pointe-Noire (Congo) signed a partnership agreement to continue their collaboration beyond the duration of the ITC project. The EnACT Programme continued to benefi t exporters in the Middle East and North Africa through its approach of identifying products with high export potential. Tunisian organic products have entered Gulf markets as a result of customized coaching and the establishment of business connections with buyers in Kuwait and the United Arab Emirates. In addition, trained advisers using the tools and concepts of the ITC Certifi ed Trade Advisers Programme (CTAP) assisted more than 300 companies in Algeria, Morocco and Tunisia. More than half of these companies have started implementing the recommendations from the coaching and many have already reported a positive impact on their businesses as a result of the changes introduced. In Jordan, handicraft manufacturers, most of whom are women and young people, have improved the quality and design of their products and have demonstrated improved cost control and pricing as a result of involvement with the EnACT Programme. To read more about Jordanian jewellery sales in the Louvre Museum in Paris, see the case study on pages Egyptian fi rms in the processed foods sector have exported to Malaysia after exposure to the Asian market, with a particular focus on the halal sector. Algerian businesses have been connected with buyers in Europe and North America through participation in trade fairs in Canada and France. In Algeria, women and young people who live outside major cities have been assisted in using the Internet and e-commerce to promote their products. 44 INTERNATIONAL TRADE CENTRE

47 DEVELOPMENT RESULTS A SECTOR APPROACH TO SUPPORTING ENTERPRISES Since 2009, ITC has worked with TSIs and SMEs in the textile and clothing sector in Kyrgyzstan and Tajikistan through projects funded by SECO designed to improve the export competitiveness of the sector. In 2012, enterprises and TSIs from the two countries improved their product design, quality control, management processes and their marketing, through tailor-made training followed by participation in international trade fairs in the Russian Federation and Turkey. Tajik companies attending Istanbul s International Yarn Fair secured preliminary sales contracts of US$ 750,000, while those participating at the Textillegprom fair in Moscow entered preliminary sales contracts valued at US$ 1.5 million. Under NTF II, ITC uses a holistic approach to enhance the export competitiveness of a range of sectors with high export potential in partner countries. The year 2012 saw a greater focus on supporting enterprises in collaboration with partner TSIs. By the end of 2012, exporters and cooperatives from the Senegalese mango sector and farmers and farmer associations from the Ugandan coffee sector had improved their export quality management processes and built skills in export marketing and fi nance. The Senegalese fi rms were exposed to international markets through participation at the Fruit Logistica Trade Fair in Berlin. The export readiness of 24 second-tier manufacturers in the South African automotive industry has improved thanks to a systematic gap analysis and customized coaching services provided by the Durban Automotive Cluster (DAC), a partnership between the ethekwini municipality and the automotive industry. DAC was established in January 2002 with the primary purpose of developing the competitiveness of the industry in KwaZulu-Natal. Through NTF II, ITC supported DAC in developing the gap analysis tool and coaching methodologies and thus expanding its service portfolio to the automotive industry in KwaZulu-Natal. As a result of business linkages established through NTF II, Bangladeshi SMEs in the information technology (IT) and IT-enabled services (ITES) sector obtained pilot contracts and new export orders in Denmark and the Netherlands, with negotiations ongoing with potential buyers in Germany and the United Kingdom. Overall, Bangladesh has been well positioned as a global sourcing destination for target European markets. For more details, see the case study on pages PACT II also uses an integrated sector development approach to increase SME exports. By working directly with the ECOWAS region s mango sector cluster, comprising of partners from the public and private sectors, ITC has assisted local businesses to expand Kyrgyz textile companies 3 Tajik companies at Istanbul s International Yarn Fair 4 Tajik companies at Textillegprom fair, Moscow 5 NUCAFE participating at a trade fair in Vienna. (NTF II Uganda Coffee) ANNUAL REPORT

48 DEVELOPMENT RESULTS exports to the European market. In 2012, sales reached US$ 87,000 and a new supply agreement was established for the 2013 season, with a forecast value of US$ 270,000. In the COMESA region, under PACT II, an innovative formula for bio-tanning developed by ITC for rural communities has helped them obtain international certifi cation to respond to buyers needs for odour-free eco-leather. Pilot production for an international buyer for the Kenyan domestic market is currently under way. The switch to organically tanned leather has generated considerable interest among buyers in the fashion industry and international investors, and ITC activities in this sector under PACT II have facilitated sales of US$ 9 million by SMEs in the COMESA region to buyers in India, Italy and Indonesia IT & ITES business-to-business matchmaking meetings, Dhaka, Bangladesh 2-3 Kenya leather investors forum 4-5 CTAP advisers being trained to deliver training-of-trainers programmes in China MULTIPLYING ITC SUPPORT TO ENTERPRISES To broaden its reach, ITC develops export development support programmes for delivery by TSIs that are accredited to replicate the ITC methodology. Both the institutions and enterprises benefi t from this approach, since participating TSIs are enabled to deepen and strengthen their services to clients and more SMEs are able to access ITC enterprise support services. CTAP trains business advisers who can engage directly with small businesses to accelerate their export readiness, or serve as a virtual network of export consultants for local TSIs, NGOs and international donors. These business advisers are associated with TSIs and, thus, ITC partner institutions have access to a network of skilled individuals to facilitate enterprise support. A number of ITC integrated programmes have incorporated CTAP as an intrinsic component of export development. These include EnACT in Algeria, Morocco and Tunisia, NTF II in Uganda and the exporter competitiveness programme for Palestine. In addition, ITC has entered into a partnership with the China Council for the Promotion of International Trade to replicate the programme in Chinese. The Council itself funds this initiative. At the end of 2012, 16 participants had been certifi ed as experts, enabling them to train trainers who can work as consultants in technical assistance and trainers in SME development. The Modular Learning System for Supply Chain Management (MLS-SCM), also funded by SECO, is another example of the ITC approach to indirect SME support. The programme s network of partner institutions delivers certifi ed training programmes in supply chain management to SMEs in developing countries. This programme structure has been accredited by the International Organization for Standardization. 46 INTERNATIONAL TRADE CENTRE

49 DEVELOPMENT RESULTS During the year, a new strategic plan for was fi nalized and approved by ITC senior management. It has four key elements: Making SMEs the key target benefi ciaries of the MLS- SCM programme in developing countries and LDCs; Decentralizing and outsourcing programme management; Linking MLS-SCM to ITC s broader TRTA activities and other large projects; and Building partnerships to secure funding and support for programme expansion, quality and visibility. A reciprocity agreement providing for mutual recognition of each institution s certifi cation programme was signed with the Institute of Supply Management (ISM) in the United States. Under this agreement, holders of ITC s MLS-SCM diploma who have at least three years professional experience can apply to ISM to obtain its Certifi ed Professional in Supply Management (CPSM ) credential. Similarly, current CPSM holders can apply to ITC to obtain an MLS-SCM diploma. About 15 applications were received from holders of CPSM for the MLS-SCM diploma in Similar initiatives for cooperation, affi liation and accreditation of the MLS-SCM training programme were started with the International Federation of Purchasing and Supply Management (IFPSM), the European Institute of Purchasing Management (EIPM), Bosch GmbH and Karlsruhe Institute of Technology. Training-of-trainers workshops were held in South Sudan and Mongolia in 2012 and a total of 22 trainers were trained by regional experts. An MLS-SCM expert trainer from Singapore supported BCaD, a partner institution in Ethiopia, to deliver a fi ve-day technical workshop in Addis Ababa on logistics for 18 executives from government and NGOs. The training was delivered under the auspices of WFP and resulted in the preparation of a draft strategic plan which will govern the Ethiopian supply chain under a proposed National Logistics Council. During the year, MLS-SCM network member institutions trained a total of 3,387 participants and 6,185 exams were taken, representing an increase of nearly 12% compared to Training workshop on export business diagnostics CTAP, Algeria 2-3 Ethiopian workshop participants visit the Modjo dry port to study supply chain management 4 Supply chain management workshop, Ethiopia ANNUAL REPORT

50 CASE STUDY BANGLADESH S IT COMPANIES FIND NEW CLIENTS Dutch businessman Gerard Spin s decision to attend Bangladesh s SoftExpo 2012 trade fair the country s largest showcase for software and information and communications technology proved to be very benefi cial for his company, Parkingware BV, which manufactures automatic number plate recognition systems. At the fair, Spin was able to hold business-to-business meetings with representatives of some 20 companies, organized by ITC s NTF II Bangladesh project. As a result, he signed contracts with two Bangladeshi IT companies that were in a position to provide top-quality programming to his fi rm: Structured Data Systems Ltd. and Synesis IT Ltd. Both Bangladeshi businesses credit NTF II Bangladesh for helping them win their contracts with the Dutch fi rm and enabling them to gain a foothold in the global IT market. This sort of success story resonates among the other 40 Bangladeshi companies specializing in IT and ITES that were selected to take part in the project. The Dutch Ministry of Foreign Affairs funded the US$ 2.1 million NFT II Bangladesh project through the Centre for NTF II is not a trust fund only; it has become a trusted friend. Shohorab Ahmed Chowdhury, Managing Director, Synesis IT Ltd. the Promotion of Imports from developing countries. It responds to Bangladesh s goal of promoting the country as the next outsourcing destination and establishing long-term, sustainable relationships with businesses in European markets, such as Denmark, Germany, the Netherlands and the United Kingdom. ITC selected 40 Bangladeshi companies that were already exporting or had the potential to do so to participate in businesslinkage and matchmaking events held annually in Europe. They received coaching on export marketing, help in improving their promotional materials and access to a new catalogue and online directory containing vendors profi les, which are used to market IT and ITES offerings in European countries. Participation of benefi ciary companies is subject to an annual renewal process to confi rm that they are committed to the project: eight companies were replaced in TSIs play a key role in making connections, so NTF II Bangladesh has forged a close partnership with the Bangladesh Association of Software and Information Services (BASIS) and the Dhaka Chamber of Commerce and Industry (DCCI) to provide business-linkage services that benefi t SMEs. TSI staff are trained and coached so they manage the services effectively, carry out demandside analysis for the new offering and forge strong ties with counterparts in the European markets. In due course BASIS and DCCI will take over the whole process. 1-2 Bangladesh outsourcing conference 2012 NTF II Bangladesh assisted Synesis in many aspects especially to know the European market, positioning mechanism, market behaviour and its culture through varieties of training, matchmaking events, seminars, workshops and international trade fairs, reported Shohorab Ahmed Chowdhury, Managing Director of the Dhaka-based company. Synesis has participated in most of the events and programmes arranged by NTF II Bangladesh and obtained maximum benefi t out of it. NTF II gave Synesis a platform to sell its local success stories to European companies. Synesis, which started six years ago with seven people, today employs more than 125 professionals. Chowdhury added: NTF II is not a trust fund only; it has become a trusted friend. 48 INTERNATIONAL TRADE CENTRE

51 DEVELOPMENT RESULTS With an economy that has expanded by an average of more than 6% annually in the last fi ve years, Bangladesh is considered to be one of 11 countries likely to follow the BRIC countries in leading global growth. Still, while the country s ITES sector offers a large pool of highly trained engineers, the industry currently contributes only marginally to the country s exports. The NTF II project was created to help fi ll that gap by improving export competitiveness and helping IT and ITES companies build business links with markets in Europe. A.K.M. Golam Murshed, who leads Structured Data s project management team, said that the company had worked with clients from the United States, Australia and South Africa since its founding in 1994 and was considering how to expand its business to Europe when it was chosen in early 2012 to join the NTF II Bangladesh project. This was a perfect opportunity to get introduced to the European software development market, he said. Since signing on with the project, Structured Data has improved its website, updated its company profi le, prepared an international-standard marketing brochure and developed better understanding of Europe s IT market and culture, and marketing channels. In addition to its work for Parkingware BV, the company has won contracts with two Danish IT companies, successes which founder and Managing Director Reffat Zaman said are directly connected to its involvement in the project s events. The matchmaking meetings and ensuring that the needs of both the Bangladeshi companies and their potential European customers are met are critical to the success of the programme, according to NTF II Bangladesh Project Manager Martin Labbé. If you want to access the European IT sourcing market in today s very competitive environment, you need to select the right participants on the Bangladeshi side and match them with potential clients who have been identifi ed in a lengthy and thorough networking process, Labbé continued. Before the two sides actually met, we made sure the marketing materials of the Bangladeshis were up to speed. The emphasis we put on improving their web-marketing set-up, which is a cost-effective and an obvious communications channel in the IT business, paid off particularly well. By November 2012, NTF II Bangladesh benefi ciary companies had won a total of 19 contracts, the bulk of which are repeat business, in which developers are hired on a monthly basis over a year or more. About 40% of the 40 benefi ciary companies have signed contracts under the NTF II project. Gerard Spin of Parkingware BV said that while he has had contact with Indian IT companies, he s now sold on Bangladesh. I was really impressed by the knowledge level and how driven these people are, he concluded. There is still a lot of work to do, but the Internet gives them access to a new world. We would like to be part of that Digital World 2012, Dhaka, Bangladesh 2 SoftExpo 2012, Dhaka, Bangladesh 3-4 IT & ITES business-to-business matchmaking meetings ANNUAL REPORT

52 CASE STUDY TAKING JEWELLERY TO THE LOUVRE FROM JORDAN Glittering display cases at the Louvre Museum s gift shop in Paris represent a brand-new business opportunity for Jordanian jewellery designer Nadia Dajani. Her distinctive pieces, composed of sterling silver and natural gemstones, are sold at the prestigious location as a result of the assistance of EnACT, an ITC programme. The exposure that our products will get at the Louvre will be on a very wide scale, which we hope will open the eyes of other establishments to our brand, said Dajani. And we hope the door will open for us to do more business internationally. The entry of our goods into the Louvre endorses our products as being of good design as well as good quality. It endorses our company as one that is able to process orders, fulfil requirements and deliver in a manner expected in large establishments. Nadia Dajani, jewellery designer, Jordan Dajani s shop in Jordan 2-4 Dajani s jewellery and art calligraphy EnACT, which is funded in large part by CIDA, operates in fi ve countries: Algeria, Egypt, Jordan, Morocco and Tunisia. The programme supported Dajani in tailoring her products to European tastes and in helping to establish the foundations of an internationally marketable brand. In Jordan, EnACT has been working since 2010 to create sustainable economic opportunities for SMEs by introducing them to international markets. A survey commissioned by ITC that year showed that traditional Jordanian crafts needed innovation: reliance on traditional designs and forms limited the product range and the price of many products was not competitive compared to similar items manufactured in Asia. In September 2011, Nadia Dajani Jewellery was one of the three Jordanian handicraft companies along with Silsal Ceramics and Jordan River Foundation that EnACT introduced to the French market at the international handicraft fair, Maison & Objet, in Paris. A meeting with buyers from the purchasing department of the Louvre Museum followed. We selected her because we thought her product, with some adjustments, could match the tastes of European buyers, said EnACT Regional Programme Coordinator Torek Farhadi. Selling abroad is a question of contacts, marketing, knowing the clients and creating a brand. If you see something at the Louvre Museum, a brand is born. The meeting provided entry for Dajani s company to the French market, which is considered to be the key to Europe. The entry of our goods into the Louvre endorses our products as being of good design as well as good quality, said Dajani, who also sells her products at a fl agship store at the InterContinental Hotel in Amman. It endorses our company as one that is able to process orders, fulfi l requirements and deliver in a manner expected in large establishments. 50 INTERNATIONAL TRADE CENTRE

53 DEVELOPMENT RESULTS The Louvre purchasing department, which has an annual budget of 70 million, buys products for the museum s own stores and also supplies items to gift shops in 40 other state-run museums. Based on the results of the 2010 survey, EnACT started organizing capacity-building workshops outside Amman in Arabic in order to reach artisans in remote regions. The workshops cover topics including product design, innovation and quality, packaging, competitive pricing, cost-effective sourcing, negotiation tactics and meeting buyer requirements. One specifi c focus of the programme is to boost the participation of women and young people in export-related activities. Handicraft products are manufactured mostly by such groups in rural cooperatives scattered throughout the country and the training workshops equip them with the skills that eventually improve the competitiveness of their products abroad. As a result of the EnACT-facilitated Louvre commission, Nadia Dajani decided to invest in three months of training for a group of 28 women, who came from underprivileged backgrounds and lived outside Amman, in the skills needed to make jewellery. The more work we give the ladies, the more they upgrade their standard of living, Dajani reported. Their confi dence levels have grown. They are thinking about their future, they are thinking about what their daughters could be doing as the next generation is coming along. Nadia Dajani trains women for the private sector she s doing it to make money, not for charity, Farhadi said. She creates sustainable jobs for the people she hires, because she brings them to a professional level. The government asked us to support the handicraft sector because this is an area that creates jobs much more fl exibly than a chemical plant, for example, Farhadi continued. Jobs are created not only through selling the product abroad, but indirectly, through promoting tourism as well. EnACT s handicraft development project enjoys the support of Jordan s Ministry of Trade and Industry. The government has launched a National Strategy for Tourism Handicrafts , which aims to preserve Jordan s cultural heritage, generate business for local producers and increase the country s touristic appeal. These changes will have lasting effects, the EnACT Regional Programme Coordinator concluded. These are success stories, when women and youth fi nd jobs, because a lot of young people aspire to do the same thing. They follow trailblazers like Nadia Dajani, who, with the help of EnACT, has made young people want to follow in her footsteps Nadia Dajani 2 Dajani s jewellery 3 Selecting jewellery items for display at the Louvre 4 Jewellery showcase at the Louvre 5-6 Dajani s jewellery ANNUAL REPORT

54 DEVELOPMENT RESULTS MAINSTREAMING INCLUSIVENESS AND SUSTAINABILITY ITC assists developing countries and transition economies to achieve sustainable development through exports. However, since export growth does not automatically translate into human development and is therefore not an end in itself, ITC works to integrate human development objectives into its TRTA activities, with particular emphasis on gender, poor communities and the environment. WOMEN AND TRADE ITC has three approaches to making trade work for women: ensuring an enabling business environment for women-owned businesses, delivering gender-focused export development programmes and mainstreaming gender into all ITC work. The ITC Women and Trade Programme is funded by DFID and the ITC Trust Fund. Raising awareness, facilitating sales Linking women entrepreneurs to global value chains is a key objective of the programme. In 2012, ITC partnered with Mexico s national TPO, ProMéxico, to host the fourth Senior Executive Round Table Meeting on Sourcing from Women Vendors and the Women Vendors Exhibition and Forum (see case study on pages 24-25). ProMéxico has committed to continuing its focus on assisting Mexican women entrepreneurs in procurement markets. Activities to connect women entrepreneurs in previous years continued to bear fruit in The International Women s Coffee Alliance (IWCA) reported sales of 5,000 kg of coffee to Walmart on a trial basis. Accenture has committed to sourcing coffee from women entrepreneurs in the Philippines and Marriott hotels have also bought women-coffee. Raising awareness of gender issues was particularly signifi cant in the coffee sector in The African Fine Coffees Association completed its gender policy on the basis of close dialogue with ITC and IWCA. The Specialty Coffee Association of America (the leading coffee organization in the United States) offered logistic and administrative support to IWCA. The IWCA chapter in Uganda was established with ITC support in 2012, following successful establishment of chapters in Burundi and Kenya in Building institutions Through PACT II, ITC works with regional institutions to promote the increased participation of African women in international trade. Through its ACCESS! component, local and regional institutions tailor their service portfolios to meet the needs of women-owned business enterprises. In 2012, 19 TSIs built up their portfolio of business development services to such enterprises. In addition, 300 women-owned enterprises improved their export readiness through training activities and business counselling, and 21 strengthened their knowledge of market requirements in Germany, Mexico and South Africa through participation in trade events. Demand for ACCESS! continues to expand, with a further 25 requests received from countries and institutions in Africa, Asia, Latin America and the Middle East for replication of the programme and customization to the local environment. For more information on ACCESS! see the case study on pages A sector approach The Women and Trade Programme supports the promotion of greater economic benefi t for women entrepreneurs from export-oriented value chains through strengthening TSIs and providing customized support to women-owned businesses in partnership with TSIs. Capacity-building workshops on Mexican jewellery, Mexico City The programme s activities in the alpaca garment sector in Peru and the silver jewellery industry in Mexico came to an end in The national TPO of Peru, PromPerú, has strengthened its service portfolio to better assist women 52 INTERNATIONAL TRADE CENTRE

55 DEVELOPMENT RESULTS alpaca entrepreneurs, particularly on United States market requirements, market positioning and promotion, trade intelligence and market analysis, and facilitating collaboration between entrepreneurs. Thanks to the support of this programme, the Instituto del Sur in Arequipa will launch a new degree programme in textile design in 2013, with a focus on alpaca. The Peruvian entrepreneurs have adapted their product designs to match United States preferences and market requirements. Similarly, Mexican women entrepreneurs in the silver jewellery sector have adapted their product lines to suit international tastes and improved their skills in marketing, United States market requirements and export readiness. Thirty-four women-owned businesses exhibited their products at international fairs in Mexico and the United States. Most secured contracts or obtained orders for samples. Gender mainstreaming at ITC In addition to specifi c programmes focused on women, ITC is committed to ensuring that the way it does business in general is gender sensitive. In 2012, the indicators for the organization s strategic framework were made gender responsive. Staff training in gender mainstreaming continues, while the system introduced in 2011 to ensure projects are gender mainstreamed has also continued. POOR COMMUNITIES AND TRADE ITC s approach to poverty reduction involves linking poor communities to market opportunities. Export growth can make a signifi cant contribution to improving livelihoods by enabling poor communities to produce value-added products in high demand on international markets under fair labour conditions. In 2012, ITC continued its work with poor communities in Africa and South-East Asia. The fi rst half of the year saw the conclusion of the second phase of a silk sector development project in Cambodia, funded by New Zealand. This phase focused on building the productive capacity of mainly women in rural communities to meet market requirements through improving technical skills, establishing centralized services to ensure consistent quality and promoting community specialization. An evaluation indicated signifi cant positive results for the benefi ciaries: household income increased by 39%, sales volume by 43% and production volume by 57% on average in the 39 communities covered by the project. A follow-up export diversifi cation and expansion programme began in late 2012, funded by the Enhanced Integrated Framework (EIF). The project inception phase was completed and fi ve companies received training in preparation for their participation in the Heimtextil Fair in Frankfurt, Germany, in early For more information on the Cambodia silk sector project, see the case study on pages ITC/IWCA leadership and mentoring training in Nairobi, Kenya, attended by 22 women from the coffee sector in 12 countries 2 Workshop and coffee tasting (ITC/IWCA) 3-5 Peru alpaca project ANNUAL REPORT

56 DEVELOPMENT RESULTS Luang Prabang village launching its own brand of textiles and clothing 4-5 Ethical Fashion Initiative in Ghana A number of LDCs have identifi ed the integration of products from poor communities into tourism value chains as a development priority. In the Lao People s Democratic Republic, ITC launched a SECO-funded project linking the agriculture and handicraft sectors to sustainable tourism. By the end of 2012, the fi rst trial of clean agricultural products was test-marketed in Luang Prabang. Clean denotes vegetables that have been cultivated using internationally recognized Good Agricultural Practices that is, practices that address environmental, economic and social sustainability for on-farm processes and result in safe, high-quality food and non-food agricultural products. A supply chain mapping exercise in clean agricultural production has resulted in a targeted marketing approach and effi ciency gains. The Lao Handicrafts Association launched a label of origin for Luang Prabang and hosted the fi rst handicraft festival in the north-central city. Promotional activities were conducted during the peak tourist season to promote awareness and encourage sales of local handicrafts. ITC is the coordinating agency for a One UN project in Viet Nam, funded by the Spanish MDG fund. The programme links poor communities to more profi table markets in handicrafts and small furniture. In 2012, participating companies and TSIs improved their skills in marketing and promotion, market research and e-commerce. Publications produced, including a national sector strategy on arts and crafts, contributed private sector perspectives to government policy decisions. As a result of participation in international trade fairs in the United States and Viet Nam, companies registered orders worth approximately US$ 200,000. The ITC Ethical Fashion Initiative links disadvantaged communities and their groups of informal manufacturers into an international value chain associated with luxury brand names in the fashion industry. The initiative was fi rst successfully established in Kenya and Uganda in 2010, with funding from the ITC Trust Fund and Japan. An evaluation in 2012 demonstrated the positive impact of the Ethical Fashion Initiative on groups of disadvantaged communities and their groups of informal manufacturers. For example, 52.8% of the benefi ciaries now have a bank account and 74.4% have savings, compared to only 36% of benefi ciaries with any savings before the project. Additionally, the evaluation noted that the initiative had increased the purchasing power of benefi ciaries, with a notable increase in their ability to pay for medical expenses, education, housing, machinery, vehicles and many other aspects of their daily lives. In 2012, Ethical Fashion West Africa started operations from a hub in Ghana, thanks to funding from SECO. A global network for product development was also launched in 2012, along with a framework to replicate the business model and implementation structure. Capacity- 54 INTERNATIONAL TRADE CENTRE

57 DEVELOPMENT RESULTS building for 90 micro-producers is under way in East Africa, while ongoing design, production and marketing activities have resulted in job security for almost 600 workers, most of them women. New sales channels were established with customers in Japan, the United States and Australia. Discussions are currently taking place with potential donors for a possible extension of the programme to Haiti. TRADE AND THE ENVIRONMENT The rise of the green economy in recent years presents both opportunities and challenges for developing country exporters. ITC aims to strengthen the competitiveness of these countries in environmental markets and to help them overcome barriers that might result from the imposition of environment-related standards. ITC builds capacity of SMEs and TSIs in relevant sectors, including organic and biodiversity products, and carbon standards for agricultural products. The majority of the work focused on the green economy takes place through the ITC Trade and Environment Programme, funded by the Government of Denmark through the ITC Trust Fund. Green trade intelligence Access to information on standards, market requirements and trends in the green economy can present a challenge for developing country entrepreneurs. ITC continues to provide greater transparency through its global public goods focused on sustainability and biodiversity. ITC, with funding from the Government of Denmark, published a number of technical papers to inform businesses of market requirements and opportunities in the green economy. Product Carbon Footprint Standards in the Agri-Food Sector, Climate Change in the Coffee Industry, North American Market for Natural Products and Packaging for Organic Foods are accessible through the ITC website ( The ITC Standards Map database on 79 private standards, covering more than 40 product groups in over 180 countries worldwide, is funded from the ITC Trust Fund with contributions from SECO and the EU. Forty-six of the standards covered have been translated into French and Spanish and 17 into Portuguese. Sector development: a green approach In 2012, ITC continued its work with Zambia to develop the local organic agriculture sector. Fifty representatives from local Zambian companies improved their knowledge of buyers requirements in the local sustainable product market and also improved their marketing skills to meet these demands. Lead farmers gained technical knowledge on issues related to organic production, processing, certifi cation and marketing as well as product and market development, and received support to prepare for organic certifi cation. These lead farmers share the knowledge gained with other farmers through their respective associations. ITC activities in Kenya focused on assisting local producers to adapt to climate change and to meet market requirements in carbon standards and sustainability. In 2012, the organization, in collaboration with local partners, assisted 25 experts and trainers from East Africa to strengthen their capacity to support fruit and vegetable exporters in the area of carbon standards. In the area of biodiversity trade, ITC worked closely with TSIs and exporters in Peru to build capacity in meeting United States market requirements related to natural products, with a focus on labelling and claims about the benefi ts of the products Training in organic farming methods in Zambia (composting) 2-3 Cultivation of organic Sacha Inchi nuts in the Amazon basin, Peru ANNUAL REPORT

58 CASE STUDY ACCESS! TO EXPORT FOR BUSINESSWOMEN IN AFRICA Women entrepreneurs across Africa are generating employment and adding value to exports in innovative ways, despite facing a range of challenges, including limited access to export training, market information and fi nance. Since 2007, the ITC ACCESS! Export Training Programme, funded by CIDA, has been dedicated to addressing these problems by strengthening the competitiveness of more than 2,500 women exporters in 20 African countries. It does this through a network of more than 60 certifi ed national trainers, four certifi ed lead trainers and a comprehensive training package of 32 modules, available in both English and French. ACCESS! also works to build the capacity of TSIs such as trade ministries, chambers of commerce and women s business associations to support exporters. ACCESS! is part of the Can$ 19.8 million PACT II, ITC s largest programme. It involves a strategic partnership between ITC, as executing agency, selected RECs, as main counterpart organizations, and TSIs. The programme s main areas of focus are: encouraging policy dialogue among regional communities; championing regional trade development; strengthening TSIs; upgrading business skills and market linkages; and supporting women as successful exporters. With more than one-third of companies worldwide at least part-owned by women, women entrepreneurs are a growing economic force. One of these is Antoinette Koudjal Mangaral from Chad, who was already an established businesswoman when she signed up for ACCESS! training. Mangaral founded her business, Établissements KAMA, in 1995, specializing in the collection and processing of shea nuts into shea butter. Sub-Saharan Africa already grows and supplies most of the world s shea nuts, but the region s output has yet to reach its full potential. Only a small percentage of the country s millions of shea trees are harvested, despite strong local demand for shea butter for use in cooking and cosmetics. Export potential is also considerable Europe alone consumes up to 60,000 tons of shea butter every year, mostly in the chocolate industry. When Mangaral launched her business, she knew that its success would depend on the development of the agriculture sector across the country as a whole. To ensure she was in a good position to infl uence and promote the sector, she offered to head the Chadian Association of Agribusiness Operators in Under her stewardship the association grew and acquired many new members. Mangaral also joined an association for women artisans, which has a membership of more than 1,000, some of whom supply raw materials to Établissements KAMA. Moreover, she has been a member of the Chadian Association of Women in Business for over a decade, where she mentors businesswomen in rural areas. As a result of her success and positive actions, Mangaral has won recognition in Chad both for her contribution to the country s economic development overall and for promoting women in business. ACCESS! export development workshop in Kenya and Democratic Republic of the Congo Yet even with her signifi cant experience, Mangaral found it useful to undertake an ACCESS! training programme. The impact of that experience was a transformation process that lasted many months. She explained: I undertook a total restructuring process of my business. I set out to 56 INTERNATIONAL TRADE CENTRE

59 DEVELOPMENT RESULTS I undertook a total restructuring process of my business. I now train my staff so that they can manage business operations at home while I am away developing export markets. Antoinette Koudjal Mangaral, businesswoman, Chad organize all of the tasks being done in the company, we strengthened our accounting system and I got more involved in certain areas that required better supervision. I now train my staff so that they can manage business operations at home while I am away developing export markets. I have also transferred skills for better managing the supply chain. Everything is up and running now. I particularly benefi ted from the training sessions on negotiating skills, pricing and INCOTERMS 2010, she said, referring to the International Chamber of Commerce s predefi ned commercial terms, widely used in international transactions. In the past, I didn t concern myself so much with these areas. People would approach us directly to purchase our products, but I knew very little about the terms and conditions of contracts. The ACCESS! training helped me to formalize contracts around business deals and these have proven to better secure my interests. Établissements KAMA now exports to Cameroon, the Central African Republic, Congo, Nigeria and Europe, and is extending its line of products to include peanuts and sesame oil. All of the company s products are certifi ed organic, which Mangaral says gives her company an advantage in new markets compared to competitors that lack such certifi cation. In the future, Établissements KAMA will also improve its packaging in order to better access export opportunities. The future looks very bright for the business Mangaral founded 17 years ago. Demand for shea butter remains strong and the economic infrastructure needed to service that demand is signifi cantly more advanced than it was when she embarked on her journey due in part, of course, to her dedication to the development of the agriculture industry as a whole. Several African women business leaders say that, like Mangaral, the technical support they received through the ACCESS! programme s export training and tailored business counselling programmes have led them to restructure their businesses to optimize effi ciency performance and maximize the opportunities to trade regionally and internationally. But as Sébastien Turrel, Senior Trade Promotion Offi cer in the ITC Offi ce for Africa, said: With ACCESS! services in high demand, we have to make sure we leave a strong legacy so that activities will continue beyond the lifespan of the programme. It s there, it s working and it s country-driven Antoinette Koudjal Mangaral, owner of Établissements KAMA, Chad 2-4 Shea nuts processed into shea butter Photo 2 istock, photos 3-4 Erik (HASH) Hersman ANNUAL REPORT

60 CASE STUDY IMPROVING THE LIVELIHOODS OF CAMBODIAN SILK ENTREPRENEURS Life is changing for 21-year-old Sreymom Heng, who lives with her parents in the village of Mreas Prov in Cambodia s southern Takeo province. She is one of 700 weavers who have seen a nearly 40% increase in their income thanks to the two-year ITC Sector-Wide Silk Project. While two years ago Heng knew little about the market demand for the silk scarves and smooth fabric she produced, the project has helped her to earn US$ 800 to US$ 1,000 a month from selling an average of 400 scarves and 450 metres of fabric twice as much as the family s traditional income from rice cultivation. My products have improved in terms of both quantity and quality, and we receive more and more orders now, said Heng, who joined the project, funded by the New Zealand Ministry of Foreign Affairs and Trade, in The project set out to alleviate poverty among 39 rural weaving communities by improving technical skills, enabling weavers to develop new products and designs that met buyer requirements and establishing new marketing channels. Poor farmers and producers living in rural areas make up 85% of the Cambodian population. In the silk weaving industry, an estimated 20,000 weavers, the vast majority of them women, constitute the largest workforce. Most of them are contract labourers working for intermediaries such as middlemen, traders or associations, who supply the raw materials and collect the fi nished products. After assessing the export potential of various sectors, the Government of Cambodia identifi ed the silk industry as a strategic area for poverty reduction. Silk weaving is labourintensive and can directly contribute to job creation, particularly in rural communities. The silk industry can also help alleviate the pressure on urban areas resulting from an accelerated rural exodus, according to Pan Sorasak, Secretary of State at the Ministry of Commerce. The sector is not only promising for the country s economic development but also contributes to the economic empowerment of women and helps preserve Cambodia s rich cultural heritage, according to Cambodia s Diagnostic Trade Integration Study. The income generated from handicraft production helps rural producers rise out of poverty and is likely to have wider long-term benefi ts, according to ITC Project Manager Raimund Moser. Many of these rural households invest the additional income generated into education, with strong positive effects on social and economic development, he said. The ITC training programme focused on improving the skills of weavers at different stages of the production process: spinning, reeling, warping, dyeing and weaving. This has resulted in better quality products, more effi cient production methods and the introduction of new and innovative designs matching international fashion trends and buyer requirements. Heng, for example, has learnt new skills such as fl y-shuttle loom weaving, dyeing, design, costing, pricing and marketing, and turned her knowledge into practice. 1 Silk weavers association 2 Workshop on improving silk production process skills In the old days I used the traditional loom, which could weave only one metre of fabric a day, she said. But now I m able to weave three to four metres by using the improved technique and equipment, as well as the shuttleloom weaving skill. 58 INTERNATIONAL TRADE CENTRE

61 DEVELOPMENT RESULTS In the old days I used the traditional loom, which could weave only one metre of fabric a day. But now I m able to weave three to four metres by using the improved technique and equipment, as well as the shuttle-loom weaving skill. Sreymom Heng, weaver, Cambodia Meanwhile, her newly acquired skill of warping preparation allows her to work with less help and produce more. By using traditional warper rolling, I needed four people to help and could only complete two warps a day, she said. With the new technique I need only one person to assist me and I can complete up to fi ve warps a day. Newly established village groups now specialize in different parts of the production process. This results in a more effi cient workfl ow, higher-quality products and an increase in orders, according to Chomnab Ho, Marketing Manager of the Khmer Silk Villages Weavers Association. There has been an improvement in the production chain in terms of quality and quantity, which enables the association to receive more orders from buyers, he said. The association worked closely with ITC, conducting most of the fi eld-based capacity-building activities for weavers and setting up a network of fi eld-based trainers. The presence of locally embedded extension offi cers ensures that the results of the project will be sustained even after the ITC project ends. The local association is capable of providing assistance in technical issues after the completion of the project, said Ho. At the same time, being involved in the project has also helped the association itself, particularly in terms of strengthened business management and increased knowledge of market trends and international markets. The association has gained more clients both domestically and internationally, Ho concluded. Based on the achievements of the previous projects, a new silk project was launched in September 2012, with a budget of US$ 1 million. This is part of a larger programme that aims to diversify Cambodia s export economy and reduce its vulnerability to external trade shocks resulting from dependence on a limited number of products and markets. The new project will be implemented by ITC and funded by EIF Trust Fund, which helps LDCs become more active players in the global trading system by assisting them in addressing supplyside constraints to trade Silk products 3 Silkworm cocoon treatment with boiling water 4-7 Cambodian women silk weavers ANNUAL REPORT

62 Over the past few years ITC has reformed its operating model, increasingly focusing on large and integrated programmes with higher impact, and rolling out RBM principles across all projects [ ] In 2012 we made good progress in improving our effectiveness and building our own capacities. Patricia Francis, Foreword

63 CORPORATE ACHIEVEMENTS

64 CORPORATE ACHIEVEMENTS CORPORATE ACHIEVEMENTS RESULTS-BASED MANAGEMENT Knowing what is invested and what is achieved and constantly reorienting to get better results remains a cornerstone of the ITC approach. ITC continued in 2012 to improve its accountability framework under the RBM rubric, building on progress made in previous years. A new IT application was developed to support resultsoriented monitoring and reporting. Sixty staff members were trained in the RBM methodology and an enhanced toolkit for project implementation was developed. Together, these actions constituted an important step towards a more holistic application of RBM and thus improved accountability. The way ITC applies RBM has been further developed by the creation of clear and transparent connections between corporate objectives and the intervention logic at the project level. During the course of 2012, ITC s eight technical sections translated the corporate logical framework (logframe) into a set of section-specifi c logframes that refl ect ITC s technical expertise in a range of different intervention areas. All TRTA projects were then linked to the newly created section logframes. This makes it possible to map precisely how each project contributes to corporate goals. A review of project design procedures is planned for 2013 to institutionalize this logic. All projects are now designed in full alignment with the section and corporate logframes. To facilitate effective measurement of results, ITC improved its IT platform by creating a new application for monitoring and reporting achievements at the project and corporate levels. In addition to indicators that are specifi c to each project, all TRTA projects now use a set of standardized quantitative measures that make it possible to compare and aggregate results across different projects. The methodology for output and outcome costing was further refi ned and data were collected, as part of a pilot phase for a range of projects representing around 20% of project monetary expenditure in The newly created system for data collection also includes a reporting interface, which provides a tool for external stakeholders to track ITC achievements over time. Further development is under way, with a view to providing access to performance and costing data via the ITC website in Based on the positive results achieved in 2011, training and coaching sessions on topics related to project design and implementation were provided to staff during Training on results-oriented project design was extended to all staff at P2 level and above. During the year, 40 staff members successfully completed the course and thereby enhanced their understanding of how to put results at the centre of ITC development interventions. A condensed one-day programme in project design was developed specifi cally for 20 staff members not directly involved in project management, to ensure that the results-oriented approach is embedded in all parts of the organization. Forty staff members who had been trained on project design in 2011 undertook follow-up training on project inception. ITC also updated its good practice toolkit for project implementation, with a focus on project inception. The toolkit provides practical guidance for staff on good practice in managing TRTA interventions through a dedicated intranet site. In response to demand from clients and partner organizations, ITC arranged for the translation of the Project Design Guidelines and the Project Plan Template into French and Spanish. In order to further embed quality in project design through improved internal coordination and integration of services, ITC strengthened its internal project design procedures by establishing a Project Appraisal Committee (PAC). This committee, which is composed of senior managers from across ITC, reviews the alignment of each new project proposal with corporate objectives and assesses the extent to which recommendations of the Project Quality Assurance Group (PQAG) have been refl ected in the design process. The PQAG and PAC secretariats have been strengthened by the recruitment of a Project Quality Assurance Offi cer at P3 level, focusing on the effective application and dissemination of good practice in project design. Both bodies provide important support to the decision-making process at senior management level and are a mechanism for ensuring coherence and a high level of quality across ITC projects. 62 INTERNATIONAL TRADE CENTRE

65 CORPORATE ACHIEVEMENTS EVALUATION The ITC evaluation programme aims to improve the quality of programmes by ensuring effective monitoring and evaluation of impact. With a view to enhancing the professionalism of the evaluation function, the Evaluation and Monitoring Unit (EMU) updated ITC evaluation policy and guidelines and developed a methodology to conduct impact evaluations, rolling out a trial version for the Poor Communities and Trade Programme (PCTP) evaluation. Special emphasis was put on assisting project managers in drafting their management responses and action plans for implementation of accepted evaluation recommendations. Evaluations in 2012 In 2012, a number of evaluations started in 2011 were completed. These included evaluations of EnACT, PACT II and the Programme on Trade, Climate Change and Environment. EMU also led a market analysis for the Modular Learning System Programme, which provided input to the direction of the programme. EMU fi nalized its evaluation of the programme on intraand interregional trade expansion between the Economic and Monetary Community of Central Africa (CEMAC), the West African Economic and Monetary Union (UEMOA) and francophone countries of the Mekong (the OIF project). Apart from addressing standard evaluation questions relevance, effectiveness and impact this evaluation assessed the added value of ITC services and the methodology used to calculate results. The unit also completed an evaluation of WEDF, to assess whether the event is meeting the expectations of internal and external stakeholders and to design a logframe for a more strategic use of future WEDF events, and an evaluation of PCTP, focusing on whether the programme had an impact on marginalized communities and microproducers. Two evaluations that will be completed in 2013 were launched, covering ITC s export strategy function and the NTF II Programme. Findings and lessons learned In 2012, EMU increased its focus on lessons learned from evaluations. This involved analysing and disseminating fi ndings, recommendations and good practices identifi ed, to ensure that evaluations provide strategic input to support senior management s decision-making processes and the achievement of corporate objectives. Among conclusions that can be drawn are that ITC is perceived as a legitimate and credible provider of unbiased and high-quality advice and expertise that helps, in concrete ways, in dealing with trade development issues. ITC products and services, and in particular its value-chain analysis approach, are in demand and are valued not only because ITC adapts its offerings to local circumstances and needs, but also because it effectively transfers its skills, knowledge and expertise. The ITC train the trainer approach to delivery is seen as effective in fostering knowledge transfer, while its team approach to programme implementation is viewed as appropriate to needs. The focus on RBM and spreading RBM culture is seen as an important element. The evaluations also found, however, that ITC projects and programmes do not always take a comprehensive approach. This can be seen in areas such as planning, results reporting, risk management, communication, coordination with other agencies and clarity of vision. This fi nding implies a need for better and more complete full cycle and inclusive planning and implementation, incorporating quality needs analysis to ensure greater relevance, better follow-through and application of learning and subsequent impact. It also implies a need for better results-based monitoring and evaluation, communications and coordination. The evaluations confi rmed that there is enormous goodwill towards ITC that can be leveraged and built upon. There is room for expanding services and service offerings into areas such as marketing expertise and online services. Given its place at the interface between the United Nations system, national governments, regional bodies and the private sector, ITC is uniquely positioned to take advantage of the resources and capability of all of these players in working to achieve the mutually agreed objective of improved trade performance. JOINT ADVISORY GROUP The 46th meeting of the ITC Joint Advisory Group (JAG) was held in Geneva on May JAG meets annually to examine the activities of ITC on the basis of the Annual Report and to make recommendations to the UNCTAD Trade and Development Board and WTO on the ITC programme of work. Member States of UNCTAD and WTO are invited to send representatives to the meeting. The JAG meeting is also open to United Nations specialized agencies and bodies, other intergovernmental organizations with observer status and NGOs having an interest in export development. The 2012 meeting was chaired by Ambassador Francisco Pírez Gordillo from Uruguay. Some 143 delegates from 70 countries, four international organizations, three intergovernmental organizations and two NGOs attended the meeting. Delegates from 41 countries contributed to the discussions, which followed presentations of the 2011 Annual Report and the Strategic Plan , after ANNUAL REPORT

66 CORPORATE ACHIEVEMENTS opening statements by the Director-General of WTO and the Secretary-General of UNCTAD. There was broad consensus among delegates in commending ITC for the high quality of its performance and the effectiveness of its delivery. The fact that 2011 saw delivery of more technical assistance than ever before was widely acknowledged, as was the increased focus on sector development in sub-saharan Africa. Several delegations requested more support for Central Asian transition economies, for small islands in the Pacifi c and for small and vulnerable economies in Latin America and the Caribbean. JAG endorsed the ITC Strategic Plan and its new Strategic Framework, with particular support for the organization s commitment to move towards socioeconomic impact measurement and gender mainstreaming at the level of corporate indicators of achievement. Delegations strongly supported ITC focusing on implementing RBM across the organization, in particular through the design of an integrated and automated reporting architecture at corporate level. The organization s efforts to achieve greater transparency and improved communication were acknowledged as an integral part of its contribution to better governance. JAG discussions confi rmed the strategic importance of large programmes for the sustainability of ITC impactoriented strategy. There was a wide call from donors for the regeneration of ITC s pipeline of large projects. There were also suggestions that the organization should explore possibilities of multi-donor funding for large programmes and further develop partnerships, including public private partnerships, to increase volumes and the impact of its delivery. Delegates unanimously encouraged ITC to continue building the capacity of the private sector, with the aim of integrating SMEs into global value chains, focusing in particular on LDCs, LLDCs, SIDS, sub-saharan Africa and the more vulnerable economies. They also expressed support for ITC efforts to promote regional integration and intra-regional trade, the strong focus on developing trade intelligence for LDCs, the emphasis on NTMs, recent efforts to develop trade in services and progress with the TSI Benchmarking Programme. Many delegations expressed their support for ITC s focus on women and trade. Delegations also expressed their wish to see ITC further expand its activities in the area of the green economy and, more generally, the promotion of an inclusive and sustainable model of development focusing on poverty reduction and the empowerment of women and youth. FINANCIAL OVERVIEW Upgrading financial management In 2012, ITC continued to consolidate its fi nancial forecasting and reporting in order to improve long-term planning and increase internal transparency and external accountability. All major reports to management, stakeholders and partners were published on time. New improvements and additional analysis continued to be incorporated into monthly and quarterly fi nancial reporting, highlighting matters requiring management attention. This has enriched management discussions and contributed to informed decision-making. ITC has continued its regular reporting to the Consultative Committee of the ITC Trust Fund (CCITF), with self-explanatory tables on fi nancial and outcome-based performance, and less narrative. The mid-term review of the regular budget (RB) was presented to the WTO Committee on Budget, Finance and Administration and endorsed. ITC continued to focus on implementation of the International Public Service Accounting Standards (IPSAS), as well as Umoja, the enterprise resource TABLE 2 Status of resources (US$ million gross), as of 31 December 2012 DESCRIPTION Opening balance Net income received * Expen Expenditures Total cash at hand Regular budget Programme support costs Extrabudgetary resources, Window I Extrabudgetary resources, Window II Total extrabudgetary resources ** Total * Net contribution including interest, refund to donors and transfers to operating reserves ** Total extrabudgetary expenditure amounted US$ million gross, equivalent to US$ million net 64 INTERNATIONAL TRADE CENTRE

67 CORPORATE ACHIEVEMENTS planning (ERP) system that is being introduced on a United Nations-wide basis as a replacement for the current Integrated Management Information System (IMIS), which dates back to the early 1990s. Deployment of Umoja is planned for United Nations offi ces in Geneva, including ITC, in July The implementation date for the adoption of IPSAS, with a fi rst set of IPSAS-compliant fi nancial statements, is A full set of accounting policies and procedures has been fi nalized and discussions are continuing on the impact of ITC s Swiss franc budget and functional currency on the United Nations ERP. As part of the risk management framework, and in support of the implementation of IPSAS, a project-tracking tool has been deployed to periodically capture project information, including progress against implementation activities, checklists, schedules, risks and mitigation steps. Regular budget Extrabudgetary (incl. PSC expenditure) FIGURE 4 Expenditure pattern (US$ million net) The cost-transparency project, which was initiated in 2010 to identify and analyse costs associated with key administrative processes (e.g. grants, travel and consultancy requirements), was completed in The results will be used to identify areas where more effi cient approaches can be adopted, setting target ranges for costs and developing more reliable and transparent project costing and budgeting. The available data are integrated for output and outcome costing in the RBM development project. Cash-fl ow management is critical to the smooth delivery of projects. To give its internal operations greater continuity, ITC continued its efforts to build up the operational reserve to 15% of extrabudgetary (XB) funding. In 2012, the level of the reserve increased by US$ 0.40 million, thanks to a contribution from Ireland and interest earned on donor contributions, which ITC is allowed to use for this purpose. The level of unliquidated obligations for prior years also declined, refl ecting tighter fi nancial management. Overall resources A total of US$ million was available in overall resources for 2012 (2011: US$ million). The opening balance, including rephased and unallocated resources from 2011, amounted to US$ million. Net contributions received totalled US$ million (2011: US$ million) and overall cumulative expenditure was US$ million (2011: US$ 92.3 million). A balance of US$ million remained for activities in 2013 (see table 2). Overall expenditure in 2012, including from RB, XB resources and PSC, was lower than in 2011, as shown in table 3, refl ecting continued consolidation and focus on quality and planning for the next generation of large projects. This also refl ected the current world economic situation, delays in the start date of some new projects, some risk factors that have emerged in some programmes and exchange rate fl uctuations. TABLE 3 Expenditure pattern (US$ million net) SOURCE OF FUNDS Regular budget (A) Extrabudgetary (Net) (B) Programme support costs (PSC) expenditure (C) Extrabudgetary including PSC expenditure (B+C) Total expenditure (A+B+C) ANNUAL REPORT

68 CORPORATE ACHIEVEMENTS Regular budget The biennial ITC RB is funded equally by the United Nations General Assembly and the WTO General Council to cover the organization s running costs, including salaries and common staff costs. It also fi nances general research and development on trade promotion and export development, part of which results in published studies, market information and statistical services. RB funding represents approximately half of total ITC annual resources. The budget is approved in Swiss francs, so the amounts reported have been converted to US dollars in order to integrate the data and provide a comprehensive view of the fi nancial situation of ITC for accounting and reporting purposes. In a context of zero growth for WTO and a 5% reduction across the United Nations Secretariat, ITC obtained a 3.5% increase in its RB for as compared to This additional amount is mainly related to the cost of covering 24 months of the new posts that were provided in the previous biennium, when the budget covered only 18 months of salary along with statutory requirements. RB resources available for 2012 amounted to approximately US$ million (2011: US$ million). As of 31 December 2012, an approximate amount of US$ million (2011: US$ million) was recorded as expenditure; this translates to an implementation rate of about 88% (2011: 96%) of available resources. The decrease in RB expenditure is attributable to a lower exchange rate of the US dollar to the Swiss franc, lower staff costs than budgeted, because many vacant posts for which selections and recruitment are under way were occupied by temporary staff or consultants at lower cost, and the tendency to spend less in the fi rst year of a biennium and more in the second year. Other reasons for lower 2012 expenditure include: The difference between planned and actual staff costs resulting from the unpredictable nature of some costs, such as education grants, assignment and separation grants, home leave, rental subsidies, sick leave, and maternity and paternity leave replacements; Lower expenditure under non-staff costs resulting from revised scheduling to 2013 of the procurement of some equipment and contractual services; and Over the past fi ve years ITC has implemented effi ciency measures that have helped it to more easily engage with and support its benefi ciaries while seizing cost reduction opportunities. These measures focus on: increasing cost-effectiveness and effi ciency in the delivery of services in the areas of programme support, conference management, public information and reprioritization of capital projects; reducing resources allocated to programme support components (including structural improvements, construction, alteration, improvement and major maintenance projects); and engaging in sustainable initiatives such as process improvements and reorganized structures. Given that ITC follows United Nations Financial Rules and Regulations, amounts not expended during 2012 are carried forward to ITC expects to fully expend its RB resources within the biennium TABLE 4 Expenditure by type, in US$ EXPENDITURE EXPENDITURE BY CATEGORY DIVISION STAFF AND OTHER PERSONNEL COSTS TRAVEL CONTRACTUAL SERVICES OPERATIONAL EXPENSES ACQUISITIONS GRANTS AND OTHER TOTAL EXPENDITURE STAFF AND OTHER PERSONNEL COSTS (%) OTHER COSTS (%) DBIS % 2% DCP % 1% DMD % 6% DPS % 40% OED % 20% Total % 19% Note: DBIS = Division of Business and Institutional Support; DCP = Division of Country Programmes; DMD = Division of Market Development; DPS = Division of Programme Support; OED = Offi ce of the Executive Director. 66 INTERNATIONAL TRADE CENTRE

69 CORPORATE ACHIEVEMENTS Extrabudgetary funds XB resources depend on agreements reached with donors on an ongoing basis, with project budgets often covering several years. Available XB funds for 2012 included: US$ million rolled over from 2011; and US$ million in net contributions received in This provided ITC with a total of US$ million for 2012 and subsequent years, as compared to US$ million for 2011 and subsequent years. The biennium saw a peak of large programme implementation, which translated into a historically high level of TRTA delivery. ITC took a more conservative approach to delivery in 2012, while focusing on quality and planning for the next generation of large programmes. A delivery target of US$ 41 million gross, equivalent to US$ million net before PSC, was set for the year. As of 31 December 2012 there was a total expenditure of US$ million net (2011: US$ million) from XB funds. The corresponding gross fi gure was US$ million. The trend towards higher TRTA delivery funded by XB expenditure is expected to resume in future years, as demand for ITC services continues to grow. There is a balance of US$ million (2011: US$ million) to be used for activities in 2013 and subsequent years. Programme support account In line with United Nations fi nancial procedures, ITC charges standard PSC of 13% for technical cooperationfi nanced activities, 12% for associate experts, 7% for EU expenditure (net) 2011 expenditure (net) Jan. Feb. Mar. Apr. May June July Aug. Sept Oct. Nov. Dec FIGURE 5 Expenditure 2012 and 2011 (in US$ million) and EIF-funded projects and 10% for projects funded by the United Nations Development Programme (UNDP). PSC covers overheads and indirect costs of project management, central administrative functions and substantive project support Income and adjustments as of 31 December 2012 (US$ 4.54 million) was lower compared to December 2011 (US$ 4.95 million) mainly as a result of the reduction in TRTA delivery and, consequently, XB expenditures. PSC expenditures as of 31 December 2012 amounted to US$ 4.69 million (2011: US$ 4.25 million) against total income of US$ 4.54 million (2011: US$ 4.95 million), resulting in a shortfall of income over expenditure of US$ 0.15 million (2011: surplus of US$ 0.7 million). This shortfall was funded from the previous years accumulated surplus. The cumulative surplus of the PSC fund after adjustments to the reserves amounted to US$ 3.55 million (2011: US$ 3.7 million). This balance is carried forward to TABLE 5 Extrabudgetary delivery (net) by expenditure type, in US$ EXPENDITURE EXPENDITURE BY CATEGORY DIVISION TECHNICAL ASSISTANCE PERSONNEL COSTS TRAVEL CONTRACTUAL SERVICES OPERATIONAL EXPENSES ACQUISITIONS GRANTS AND OTHER TOTAL EXPENDITURE TECHNICAL ASSISTANCE PERSONNEL COSTS (%) OTHER COSTS (%) DBIS % 26% DCP % 26% DMD % 23% DPS % 15% OED % 27% Total % 24% ANNUAL REPORT

70 CORPORATE ACHIEVEMENTS TABLE 6 Schedule of voluntary contributions to the ITC Trust Fund received for technical cooperation projects as of 31 December 2012 (US$)* DONORS W1 W2 Total W1 W2 Total African Management Services Company (ATMS/AMSCO) Belgium Flemish Government Canada China Denmark Deutsche Gesellschaft fuer Internationale Zusammenarbeit (GIZ) GmbH DFID EIF EU Finland France Germany ILO Ireland Japan Kuwait Netherlands New Zealand Norway Omani Centre for Investment Promotion and Export Development (OCIPED) Organisation of Francophonie (OIF) Palestine Trade Center (PALTRADE) SECO SECO / EIF South Africa Sweden UNDP UNDP-Spain/MDG Achievement Fund UNIDO USAID WTO Revolving funds GRAND TOTAL *Excludes contributions received under inter-organizational arrangements and revolving funds 68 INTERNATIONAL TRADE CENTRE

71 CORPORATE ACHIEVEMENTS ITC has decided to make a provision of US$ 1 million of the accumulated surplus to partially fund end-of-service liabilities and to retain the remaining surplus as a working capital to cover day-to-day operations in Programme support operating reserve 4 United Nations guidelines on administration of PSC 3 fi nanced from XB funds require an operating reserve to be maintained at the level of 20% of annual 2 programme support income. This reserve is held in a 1 separate account to protect against unforeseen shortfalls in delivery, infl ation and currency 0 adjustments, or to liquidate legal obligations in the case of abrupt terminations of activities fi nanced from XB resources. If the reserve is used, the established level is restored as soon as possible and no later than the beginning of the following year. ITC has strictly adhered to these guidelines and the reserve amounted to US$ 0.87 million for the period ending 31 December In 2012, this reserve was lowered by US$ 0.14 million to maintain the 20% level of the annual programme support income given the lower level of delivery in ITC Trust Fund operating reserve Statutory Level STAFFING 2.36 Actual Level At 31 December 2012, ITC employed 264 full-time, parttime, regular and project staff and fi ve associate experts, representing 71 nationalities (see table 7 on page 70). An additional 708 consultants and individual contractors (269 women and 439 men from 83 countries) provided further technical expertise during this year. Further details can be found in appendices IV, V and VI FIGURE 6 ITC Trust Fund operating reserve (in US$ million) Both the United Nations Board of Auditors (BoA) and the 2006 external evaluation of ITC, funded by Denmark, recommended that ITC take steps to increase the amount of the ITC Trust Fund s operating reserve to the prescribed level of 15% of annual XB expenditures, in line with United Nations Financial Rules and Regulations. This reserve is set aside to cover any delays in payments of pledged contributions and is to be used to meet the fi nal expenditure of ITC Trust Fund activities, including liquidating liabilities. ITC will continue its efforts to incrementally increase this reserve to the level statutorily required by United Nations fi nancial procedures. As of 31 December 2012, the ITC Trust Fund s operating reserve amounted to US$ 4.78 million. This represents approximately 13.7% of 2012 trust fund expenditure, compared to the prescribed level of 15%. Based on 2012 expenditure, the reserve should have amounted to US$ 5.22 million. The status of the ITC Trust Fund s operating reserve is presented in fi gure 6. Given the level of delivery in 2012, the statutory required level of the operating reserve has been lowered to US$ 5.22 million, and the reserve will be underfunded by approximately US$ 0.45 million. Recruitment and selection The recruitment effort remains intense: a total of 49 competitions were completed in 2012 compared to 56 in A further fi ve competitions were nearing the end of the process. Of the 33 professional and above vacancies fi lled, 18 (55%) were fi lled by women candidates, while 47% of professional and higher competitions were won by candidates from developing countries and LDCs. These fi gures represent an increase of 13% and 12% respectively over the 2011 performance. With regard to consultants, a major innovation has been the introduction of an online consultants roster. This is designed to enable fi rst-class consultants from around the world to register their interest in working with ITC. Project managers can search the database to review consultants with relevant competencies and experience before the best fi t for the task in hand is selected, in an open, transparent and time-effective manner. Future enhancements to the roster, which already has1,044 consultants registered (607 men and 437 women), include electronic selection workfl ow and assignment appraisal modules. ANNUAL REPORT

72 CORPORATE ACHIEVEMENTS TABLE 7 Diversity of ITC s regular staff by origin COUNTRY MEN WOMEN TOTAL % OF TOTAL DEVELOPING COUNTRIES** Argentina Armenia Bolivia (Plurinational State of) Brazil China Colombia Côte d Ivoire Croatia Ecuador Gabon Georgia Ghana Guatemala India Iran (Islamic Republic of) Jamaica Kenya Malaysia Mauritius Mexico Mongolia Morocco Pakistan Panama Peru Philippines Romania Russian Federation Serbia South Africa Sri Lanka Syrian Arab Republic Thailand Tunisia Turkey Uruguay Uzbekistan Zimbabwe Developing countries total COUNTRY MEN WOMEN TOTAL % OF TOTAL LEAST DEVELOPED COUNTRIES Afghanistan Benin Comoros Democratic Republic of the Congo Ethiopia Guinea Senegal Uganda United Republic of Tanzania Least developed countries total DEVELOPED COUNTRIES Australia Belgium Canada Denmark France Finland Germany Greece Hungary Italy Ireland Israel Japan Malta Netherlands New Zealand Norway Poland Portugal Spain Sweden Switzerland United Kingdom United States of America Developed countries total ITC TOTAL * 100 * Difference between this and other ITC staff totals is due to difference in time of extrapolation. ** According to the Human Development Report 2011, published for the UNDP. Available at: Complete.pdf Country lists available in the technical notes section, at: 70 INTERNATIONAL TRADE CENTRE

73 CORPORATE ACHIEVEMENTS Learning and development Much of the work of the Human Resources Section in 2012 was focused on addressing issues raised by the staff survey carried out in late For example, the themes of promoting accountability and more effective leadership informed many training-related activities: ITC provided learning opportunities for some 140 staff members in leadership and management development courses, such as performance management, supervisory skills, infl uencing others and managing upwards, and giving and receiving performance feedback. The next staff survey will be carried out in December Diversity ITC remains committed to promoting diversity and gender balance at all staffi ng levels. A gender mainstreaming policy was approved by ITC senior management in April The policy forms part of a continuous process at ITC of systematically integrating a gender perspective into the way we do business through fi ve commitments: making the strategic framework and performance indicators gender responsive, training staff on gender mainstreaming, mainstreaming gender in all projects, gender sensitive reporting, monitoring and evaluation and achieving gender parity in staffi ng and good work life balance. The continued improvement in the recruitment of women candidates and candidates from developing countries and LDCs is highlighted above. ITC staff now comprise representatives from 71 countries and the overall gender balance is 55% women and 45% men, with an equal representation of men and women at the senior management level. However, within this global fi gure there remain areas for improvement: for example, while at the P1 P3 levels, 47% of posts are fi lled by women, at the higher professional levels (P4 P5), only 15 of 68 posts (22%) are held by women. ITC will be working closely with other United Nations entities throughout 2013 to develop strategies to attempt to address this imbalance. COMMUNICATION AND OUTREACH ITC recognizes the importance of communication for effectively fulfi lling its mission, both in the area of awareness building and as part of project delivery. As a result, communication considerations have been integrated into project development templates. In 2012, the organization increased its communication and information outreach, continuing to raise awareness around the importance of inclusive and sustainable export-led growth for development. The Communications and Events Section organized and supported numerous events, including WEDF, the TPO Network World Conference and Awards, and the Women Vendors Exhibition and Forum, among others (see the case study on major ITC corporate events on page 22 25). During the year, six new websites were launched as well as a mobileoptimized version of the main ITC website, org. Page views of the main website increased by 45% during the year, with individual visits reaching 105,000 per month towards the end of the year. The use of social media channels increased during the year, and Twitter, Facebook and LinkedIn accounts are now being used to build networks and stakeholder communities for 10 ITC projects. The plenary sessions at WEDF were broadcast live on the Internet for the fi rst time, and a monthly e-newsletter was launched, attracting some 30,000 subscribers. During the year, ITC published seven books and 21 technical papers, all of which are available free of charge via the website ( ITC also prepared and issued more than 300 news articles and press releases, three times the volume of the previous year. ITC activities and key messages were covered in more than 750 media articles during the year, up from 330 in Several projects, including the Ethical Fashion Initiative, ITC s corporate events and the report on python skins, generated signifi cant media attention, not only in specialized publications but also in the mainstream media, both print and online. A computer-assisted translation (CAT) system was piloted as part of an initiative to increase the quality and consistency of ITC output in French and Spanish. It is also an attempt at increasing effi ciency and cutting costs: ITC plans to reduce translation expenses by 10% in the short run and by 20% in the medium term. CAT is a form of language translation in which a human translator uses computer software to support and facilitate the translation process. In addition to these corporate initiatives, the communications team increased its support to individual projects and programmes by creating marketing and communications materials, drafting news items and public speeches, contributing to the production of publications and creating content for the web and social media. In the near future we are introducing performance indicators to measure the level of communication services provided to projects and programmes. Client relationship management system The Microsoft Dynamics Client Relationship Management (CRM) system was rolled out for use across the organization, following implementation of the tool in In the fi rst quarter of 2012, contact information of more than 50,000 organizations was loaded into the system. Some 130 staff members undertook CRM training, with the remainder to be trained in the fi rst quarter of The web-based CRM system centralizes ITC s client contact information, communications and interactions at a ANNUAL REPORT

74 CORPORATE ACHIEVEMENTS single location, which all staff can access whether they are at headquarters or on mission. By accessing the system, staff can add or view all interactions between ITC and its benefi ciary countries, donors and strategic partners, including: Project participation by clients; Event and training attendance; Network memberships; Subscriptions to newsletters; Needs expressed during JAG and CCITF meetings; and Requests for assistance or information. The system incorporates a number of current business processes, including back-to-offi ce reports (Notes for the File), the recording of in-kind contributions, managing event participation and tracking some of the data required for IMDIS (Integrated Monitoring and Documentation Information System) reporting. Online courses (e-learning) In 2012, four new online courses were developed, bringing the total number offered to nine. Some 250 benefi ciaries from 11 countries participated in the courses, an increase of more than 90% compared to More than 12,000 online visits from 151 countries were made to openaccess self-training modules, which introduce ITC market analysis tools in video format. Templates and guidelines were created for the further development of online courses across the organization. The structure and navigation of the Learning Management System was upgraded in response to user feedback to better address benefi ciaries needs, and an automated course completion certifi cate system was established. Consultations conducted with other agencies (WTO, the United Nations Institute for Training and Research, UNCTAD, the International Finance Corporation and others) should lead, in 2013, to partnerships on joint curriculum development as well as course and benefi ciaries reciprocal referrals. ITC online courses are accessible at In 2013, ITC will implement a new peer-review accreditation and quality-improvement scheme called the Open ECBCheck for e-learning programmes and institutions involved in international capacity-building. This scheme helps capacity-building organizations to measure how successful their e-learning programmes are and allows for continuous improvement through peer collaboration and bench-learning ( PARTNERSHIPS ITC attaches great importance to partnerships, through which its mandate of enabling export success in developing countries can be accomplished. As documented throughout this report, partnerships permeate ITC programmes, and effective management of these relationships requires collaboration, consultation, management of potential confl icts of interest and dealing with different capacities and levels of commitment. The partnerships described in this section have a broader scope, transcending specifi c sector or country engagements. During 2012, ITC continued to work in close collaboration with its parent organizations, WTO and UNCTAD, to deliver the Aid for Trade agenda, which guides all the organization s work. Aid for Trade provides a framework to address the challenges emerging in the international trade arena and affords developing countries opportunities to use trade for sustainable development. ITC, UNCTAD and WTO have been tasked with monitoring progress towards one of the Millennium Development Goals MDG8: develop a global partnership for development. The monitoring, which is accessible via the website, is designed to provide market access indicators data for LDCs. The ITC NTM project was developed in collaboration with UNCTAD and WTO, and all three organizations had input to the UNCTAD-led development of a new nomenclature used for classifying 240 types of NTM regulations. They share the effort of collecting offi cial NTM regulations. Other organizations, including the World Bank and African Development Bank, are also involved in this Transparency in Trade collaboration, which entails the sharing of data collected on applied tariffs and preferential arrangements. The ITC project increases transparency and understanding about market access through this collaboration, and ITC complements this by running enterprise-level surveys in developing countries on the private sector s experience of NTMs as obstacles to trade. This is resulting in improved public private dialogue at the national level and the identifi cation of ways to streamline trade procedures, improve information dissemination about procedures and regulations and help companies comply with NTMs at less cost. This work involves collaborating closely with ministries, export promotion agencies, research institutes, business associations, testing laboratories, certifying institutions and local experts in each country (see case study on pages 26-27). A related example of the collaboration between ITC, WTO and UNCTAD is the co-production and publication of World Tariff Profi les, an annual publication. 72 INTERNATIONAL TRADE CENTRE

75 CORPORATE ACHIEVEMENTS WTO ITC supports LDCs in their aspirations towards membership of WTO. The key ITC contribution to the WTO accession process is to ensure that the business sector in LDCs is aware of the implications of accession and is enabled to make a signifi cant contribution to the negotiations. The WTO Director-General s report on WTO accession for 2012 made special mention of collaboration with ITC under the Joint WTO-ITC Programme on Trade Capacity for Acceding LDCs, launched in December This joint programme focuses on the private sector s TRTA and capacity-building needs. The report notes that in the year under review, activities were carried out in the African region to assist the private sector and government offi cials in enhancing their understanding of the accession process and WTO membership, as well as in building capacity among the business community to seek, and seize, new trade and investment opportunities. With funding from the ITC Trust Fund, activities were carried out in 2012 in Ethiopia, the Lao People s Democratic Republic and Samoa, and there was a marked improvement in private sector confi dence in WTO accession in all three countries. In 2012, the Lao People s Democratic Republic ratifi ed its WTO membership agreement and Tajikistan s accession package was approved by the WTO General Council. Samoa was formally welcomed as the 155th member of WTO in May. ITC support assisted in strengthening the institutional capacity of business associations to provide relevant services to their membership in relation to WTO accession. This included the establishment of the WTO Reference Centre at the Lao National Chamber of Commerce and Industry. ITC assistance to LDCs in the early stages of the WTO accession process was extended to Afghanistan and Sudan, with a focus on establishing public private dialogue as a mechanism for partnership and coordination. In Tajikistan, with funding from SECO, the ITC programme provided technical support to the Ministry of Economic Development and Trade in charge of the accession negotiations. This included legislation reviews, guidance and policy advice on specifi c trade issues such as agriculture and services. The programme also contributed to enhancing the understanding of the private sector on business implications of reforms in the services sectors. In June 2012, ITC collaborated closely with WTO, UNCTAD and the Global Trade Analysis Project (GTAP) in cohosting the 15th Annual Conference on Global Economic Analysis. GTAP is the leading global network of researchers and policymakers conducting quantitative analysis of international trade policy issues and is coordinated by the Center for Global Trade Analysis in the Department of Agricultural Economics at Purdue University in the United States. ITC produces the market access dataset that is used worldwide by economists who employ the GTAP trade policy model. The 2012 conference brought together eminent trade economists from across the world who shared results of research on a number of themes, including: the measurement and impact analysis of NTMs and trade facilitation; trade, environment and sustainable development; poverty, inequality and progress towards the MDGs; and the analysis of multilateral and bilateral trade agreements in a globalizing world. The conference provided an important information exchange between the latest academic trade research and practical trade experience of ITC, UNCTAD and WTO, to the benefi t of trade-related development initiatives. UNCTAD In 2012, ITC continued to develop its collaboration with UNCTAD and worked closely with the UNCTAD Virtual Institute to build the capacity of universities, think tanks and other academic institutions in developing countries to use market analysis tools and methods to assess trade performance and identify export potential. More than 124 benefi ciaries (58% of whom were women) from Caribbean countries, China, the Russian Federation and the United Republic of Tanzania were trained as a result of this partnership. The Virtual Institute regularly promotes ITC market analysis tools through its newsletter to members. Universities and students in developing countries comprise a signifi cant share of users of ITC tools, which they employ, together with training content provided by ITC, in their curricula on international trade. ITC s market analysis tools Trade Map, Market Access Map, Investment Map and Standards Map have been developed to support the needs of exporters, TSIs, trade policymakers and academic institutions in developing countries. They provide information about trade fl ows of more than 200 countries and territories, customs tariffs (including tariff preferences) applied by 191 countries and faced by 239 countries and territories, tariff rate quotas, trade remedies, rules and certifi cates of origin, bound tariffs of WTO members, NTMs, importing and exporting company contact details, foreign direct investment fl ows and private sustainability standards. The tools help companies, trade advisers and trade negotiators in developing countries prioritize and analyse export markets, assess their country s trade competitiveness, identify untapped trade potential and prepare for market access negotiations. Trade and development took centre stage in 2012 at the UNCTAD XIII ministerial meeting in Doha, Qatar, with the theme Prosperity for all. ITC moderated a panel discussion on its research paper, Free Trade Agreements: Necessary but not suffi cient. Lessons from the Arab ANNUAL REPORT

76 CORPORATE ACHIEVEMENTS region, and hosted an event highlighting the achievements of the EnACT Programme. ITC Executive Director Patricia Francis told the attendees in the general debate that it was critical to ensure that developing countries and LDCs benefi ted from global trade. She said that ITC was working with UNCTAD to ensure that inclusiveness and sustainability are integrated into trade development policies and practices to enable vulnerable countries to integrate in the global economy in a meaningful way. ITC also plays an active role in reinforcing the UNCTAD Empretec Programme, which is designed to promote the creation of sustainable, innovative and internationally competitive SMEs. ITC was a partner in the 1st BioTrade Congress, organized by the UNCTAD BioTrade Initiative, in Rio de Janeiro during Rio+20. ITC hosted a panel on the technical assistance and market differentiation approaches used to support the export development of biotrade products from Latin American and African producers. In May, ITC provided technical assistance to the Organic Producers and Processors Association of Zambia, which organized the 2nd African Organic Conference in cooperation with the Ministry of Agriculture and Livestock, UNCTAD and Grow Organic Africa, under the auspices of the African Union and the International Federation of Organic Agriculture Movements. CEB Cluster Within the United Nations System Chief Executives Board for Coordination (CEB) Cluster on Trade, ITC strengthened its relationships with United Nations resident agencies, thus providing a more coherent and better coordinated integration of its technical assistance under the One UN framework. In countries such as Albania, Lesotho and the United Republic of Tanzania, this CEB Cluster partnership has embedded ITC technical assistance into national development plans delivered through the One UN coordinated country process. ITC views the CEB Cluster partnership as an important platform for ensuring coherence of ITC programming efforts with other trade development agencies and for furthering the trade development agenda, and is therefore adapting its project design processes and implementation appropriately. Enhanced Integrated Framework In 2012 ITC continued to foster its cooperation with LDCs through its active participation in the EIF, a multistakeholder initiative and the most relevant Aid for Trade framework for LDCs. In close collaboration with EIF partners, ITC supported LDCs participating in the programme in areas related to export development for good. During the year, ITC contributed to a major boost in EIF implementation by starting execution of trade-related projects in Cambodia and Gambia. Much ITC work focused on advising EIF national implementation units on formulating programmes to strengthen the capacity of export-oriented SMEs in priority sectors identifi ed by the diagnostic trade integration studies. As a result, integrated packages of assistance were formulated in cooperation with other partners at the request of several governments, including the Central African Republic, Comoros, Lesotho, Nepal, Uganda and Zambia. ITC has also built a strong strategic partnership under the SECO-EIF Cluster. In the Lao People s Democratic Republic, ITC worked through national TSIs under the cluster framework along with UNCTAD, UNIDO and ILO. In the United Republic of Tanzania, a number of meetings were held with cluster partners with a view to launching a new project in the area of export-led poverty reduction. ITC teamed up with more than 10 partner agencies of the Steering Committee on Tourism for Development, launched at LDC IV in 2011, to help countries to identify solutions aimed at employment generation through tourism development for the benefi t of poor communities. International Organization for Standardization ITC served on the jury for the ISO/DIN 2012 Essay Contest for young standardizers in developing countries. This contest, which is organized by ISO and sponsored by DIN, the German Institute for Standardization, aims to challenge and give an opportunity to young standards professionals in developing countries and transition economies. ITC also contributed an article on The International Trade Centre and its support to SMEs in the fi eld of standardization for publication in the ISO Focus magazine in February The article highlighted the efforts of ITC to promote the implementation of international standards by SMEs in developing countries and transition economies as a means for market access. Regional partnerships ITC continued to forge strong partnerships with African RECs in order to deliver focused TRTA interventions for trade capacity-building, in line with their priorities and the wider pan-african integration agenda. This has resulted in the strengthening of cross-sectoral partnerships that supported the development of the mango sector and other agro-industrial value chains in the ECOWAS region; strengthening of the leather sector and business councils in the COMESA region; and the establishment of a private sector apex body (RERINFOCOM) to partner with the ECCAS Secretariat in a public private dialogue for trade development and promotion in the region. 74 INTERNATIONAL TRADE CENTRE

77 CORPORATE ACHIEVEMENTS ln-country partnerships In parallel with the multilateral and regional partnerships, ITC continued to join forces with national institutions, which play important strategic roles as multipliers and ensure the sustainability of project interventions. Examples include the Horticulture Development Council of Tanzania, the Tanzania Horticulture Association and the Zanzibar Association of Tourism lnvestors. These institutions are collaborating with ITC in developing export promotion programmes in support of fruit and vegetable suppliers from the mainland and Zanzibar, under the lntegration of Horticulture Supply Value Chains into Tourism project. In Gambia, under an EIF-funded project, ITC is supporting groundnut farmers in collaboration with the local Agribusiness Services & Producers Association, and enhancing quality standards as well as developing a quality assurance framework, including accreditation processes, with the National Research lnstitute and the National Codex SPS Committee. In Côte d lvoire, under the project Programme d appui au commerce et à l intégration régionale, the mandate of the Association for the Promotion of Exports is to execute joint export-promotion projects in the public and private sectors. In that capacity, the Association has been working with ITC on a guide on the implications of regional trade integration for lvorian entrepreneurs and exporters. The Association will also be involved in establishing a national mechanism for exchange of trade information. Centre for the Promotion of Imports from Developing Countries (CBI Netherlands) In addition to managing the NTF II Programme, in 2012 the ITC partnership with CBI extended to include sharing of knowledge and experiences in managing large programmes and in putting in place effective systems for impact measurement. Professional staff and management from the two organizations came together in a joint workshop in Geneva to share information and discuss good practices in managing large programmes. Approaches to impact measurement were discussed during a brainstorming session involving senior management of the two institutions. CBI and ITC continued their collaboration on market intelligence products, including the development of the new CBI market intelligence platform with integration of ITC Trade Map data in the platform and with the ASQ (Answers and Solutions to Market Intelligence Questions) product. The Dutch Ministry of Foreign Affairs will be funding the ITC Trade for Sustainable Development Programme (T4SD), which will work closely with CBI on standards benchmarking, decision-making guides for exporters and standards-related capacity-building. Vital Voices Global Partnership The Vital Voices Global Partnership is a non-profi t organization created in June 2000 to identify, train and empower emerging women leaders and social entrepreneurs around the globe, equipping them with management, business development, marketing and communications skills to expand their enterprises, provide for their families and create jobs in their communities. In 2012, ITC signed an agreement with Vital Voices, to engage the active participation of members of Vital Voices Business Women s Networks from developing countries in ITC activities under the Women and Trade Programme, with the aim of increasing their participation in global supply chains. Almost 30 women entrepreneurs who are members of the network benefi ted from capacity-building activities and buyer-seller meetings at the Women Vendors Exhibition and Forum in Mexico City in November 2012, and follow-up is in progress to fi nalize transactions initiated at the meeting. In 2013, ITC will seek to extend this partnership with Vital Voices to increase the network of women entrepreneurs benefi ting from its interventions, as well as to leverage Vital Voices as an important multiplier in the fi eld. WEConnect International WEConnect International is a founding member of the ITC-led Global Platform for Action on Sourcing from Women Vendors. Under a 10-year strategy, the Global Platform aims to increase the share of corporate, government and institutional procurement secured by women vendors for the ultimate purpose of bringing greater economic benefi t to women and their communities. The partnership between ITC and WEConnect, established at WEDF Chongqing in 2010, continues to fl ourish, with WEConnect engaging its network of more than 55 multinational corporations, representing US$ 700 billion in annual purchasing power, to increase their share of sourcing from women across the world, including ITC target benefi ciaries in developing countries. The success of this partnership lies in the framework provided through the Global Platform to cultivate longterm relationships between buyers and sellers, in addition to capacity-building interventions that enable women vendors to bridge the gap between buyer requirements and successfully close commercial transactions. ANNUAL REPORT

78 CORPORATE ACHIEVEMENTS International Women s Coffee Alliance Since 2010, ITC and the IWCA have partnered to increase opportunities for women in the coffee sector through the establishment of IWCA country chapters in Burundi, Ethiopia, Kenya, Rwanda, Uganda and the United Republic of Tanzania. Through the IWCA network, women have been able to access information related to the coffee sector and credit and savings schemes; join forces in production, promotion and sales; share good practices on how to increase family income; and improve their confi dence through leadership and mentoring training. Members of the IWCA network have also benefi ted from linkages to export value chains with reported increases in income, expansion of enterprises and job growth. In September 2011, at the Women Vendors Exhibition and Forum, Accenture entered into an agreement to purchase coffee from women in the Philippines for consumption by its 25,000 staff. Discussions are now under way to expand the business relationship with women entrepreneurs in the Philippines through procurement of muscovado sugar and corporate gifts. In November 2012, coffee from IWCA member Cafetalera Lomas al Río (Costa Rica) went on retail trial across 200 Walmart stores in the United States and IWCA members from East Africa benefi ted from trade relationships established with the South African Bean There Coffee Company at the Women Vendors Exhibition and Forum in the same month. PARTICIPATION IN HIGH-LEVEL MEETINGS Business Humanitarian Forum Association Geneva, March ITC took part in the Business Humanitarian Forum s conference on Harnessing the potential of the private sector for development. Using Trade for Sustainable Development, the Women and Trade Programme and the Ethical Fashion Initiative as examples, the ITC Executive Director demonstrated how SMEs can be enabled to generate sustainable incomes and livelihoods for the poor by connecting them to global markets. Thirteenth session of the United Nations Conference on Trade and Development (UNCTAD XIII) Doha, April ITC contributed to UNCTAD XIII with two events: a panel discussion on Free Trade Agreements: Necessary but not suffi cient. Lessons from the Arab region, held in cooperation with the Qatar Export Development Agency, and a reception focused on Women and youth at the centre of export and job creation. In her statement during the general debate, the ITC Executive Director highlighted the provision of trade intelligence to developing countries as one of the areas in which the strong partnership between ITC and UNCTAD contributes to inclusive sustainable development. World Investment Forum (WIF) Doha, April The ITC Executive Director attended the WIF, which was held within the framework of UNCTAD XIII. As a panellist in the round table on Addressing the policy challenges for sustainable investment and enterprise development, she described ITC efforts to help mainstream trade policy into countries broader development frameworks and to bring about effective public private dialogue to facilitate the integration of enterprise development policies in countries export strategies. Annual Investment Meeting Dubai, May The meeting, hosted by the Government of the United Arab Emirates, provided a framework for global exchange on the latest trends in foreign investment policies and foreign direct investment (FDI), with a particular focus on the developing world. ITC signed a memorandum of understanding with Strategic Marketing and Exhibitions, Dubai, with a view to establishing an institutional partnership agreement with the Annual Investment Forum. The ITC Executive Director participated as a panellist in the opening Ministerial Panel Discussion on the role of FDI in sustaining the global economy; as co-chair of the Ministerial Networking Round Tables; and as moderator of a session on economic cooperation and integration, Regional Focus: Americas and Caribbean. 76 INTERNATIONAL TRADE CENTRE

79 CORPORATE ACHIEVEMENTS World Economic Forum on Africa Addis Ababa, May The ITC Executive Director was invited to several sessions to debate how barriers to foreign and domestic investment can be effectively reduced. She outlined promising areas for investing and the key obstacles to investment in the continent, especially in sub-saharan Africa. She noted the wide gaps between perception and reality, how they come into play in shaping investor confi dence and how they can be addressed. She also outlined a strategy aimed at increasing the employment intensity and sustainability of Africa s growth performance. Round Table for LDCs on Best Practices in the WTO Accession Process Beijing, May/June During the round table on WTO accession, the ITC Executive Director underscored the importance of private sector support to the success of WTO accession negotiations. She shared the ITC technical assistance strategy of supporting acceding country governments in building stakeholder confi dence in their bid for WTO membership. Rio+20 Rio de Janeiro, June Within the framework of Rio+20, ITC demonstrated where and how green trade-related opportunities appear for developing countries and showcased business models that support sustainability and inclusiveness. The ITC Trade, Climate Change and Environment Programme, the United Nations Environment Programme (UNEP) and the International Centre for Trade and Sustainable Development (ICSTD) co-hosted the event Green Economy and Trade: Assessing risks and opportunities, followed up by a full-day multi-stakeholder dialogue on Trade Opportunities in the Context of a Green Economy Transition. In partnership with UNEP and ICSTD, ITC prepared nine briefi ng papers covering different aspects of trade and environment including agriculture, environmental goods and services and sustainability standards. The ITC Poor Communities and Trade Programme hosted a session within the United Nations Global Compact s Corporate Sustainability Forum, using the Ethical Fashion Initiative, Good Business Models for a Sustainable Future, to demonstrate the feasibility of integrating marginalized communities. ITC and its partners launched an International Advisory Committee to review small business plans to create business partnerships that are fair, green and benefi t the poorest of the poor. Annual Conference on Global Economic Analysis Geneva, June During the three-day Global Trade Analysis Project (GTAP) event at WTO on New Challenges for Global Trade and Sustainable Development, the ITC Executive Director urged trade policy analysts to focus on the business perspective of trade and development and identify ways of bringing a critical view on NTMs into their research. Mondher Mimouni, ITC Chief of Market Analysis and Research, was awarded a GTAP Research Fellowship for his outstanding contribution to the GTAP Database through the Market Access Map tool. World Export Development Forum Jakarta, October See case study, page 22. TPO Network World Conference and Awards Kuala Lumpur, October See case study, page 23. B20 Trade and Investment Promotion (TIP) Summit Mexico City, November The ITC Executive Director, together with TPOs and investment promotion agencies from 18 of the G20 member states, attended the fi rst B20 TIP Summit, where she stressed the importance of gender inclusiveness and the sharing of information and best practices as ways of dealing with the new global economic paradigm. As a key support agency of the summit, ITC put forward substantial suggestions as to how the G20 and supporting international agencies can develop better synergies between trade and investment promotion. ITC also explained how its Benchmarking Programme can help TPOs review their practices and processes to improve the effi ciency and impact. Women Vendors Exhibition and Forum and Fourth Senior Executive Round Table on Sourcing from Women Vendors Mexico City, November See case study, pages ANNUAL REPORT

80 With the design of the next generation of large programmes now moving ahead at full speed [ ] we have launched a fundraising strategy to build on the support of traditional donors and identify new ones, including foundations and corporations whose goals align with the MDGs and the ITC agenda of Export Impact for Good. Patricia Francis, Foreword

81 APPENDICES

82 Appendix APPENDICES APPENDIX I ITC TECHNICAL COOPERATION BY REGION AND STRATEGIC PRIORITY STRATEGIC OBJECTIVES TITLE 2012 BUDGET US$ 000 GROSS 2012 EXPENDITURE US$ 000 GROSS % SPEND BUILDING AWARENESS ENHANCING POLICY TSI STRENGTHENING SUPPORTING ENTERPRISES INCLUSIVENESS SUSTAINABILITY CORPORATE EFFICIENCY Sub-Saharan Africa PACT II % Côte d Ivoire: Institutional strengthening of economic policy and facilitation of regional and global integration Ethiopia: Fostering business support to the WTO accession process % % Trade facilitation: Facilitating exports by EAC and South Sudan women informal cross-border traders, microenterprises and SMEs % Zambia: Access to fi nance for agribusiness SMEs % United Nations joint programme on green jobs in Zambian construction and building industry: Improved access to fi nance for exporting and export-ready microenterprises and SMEs Empowering the African private sector network to strengthen the international competitiveness of SMEs % % WIPO/ITC: Branding methodology and tools for value creation % Support for EAC s regional trade integration % Gambia: Sector competitiveness and export diversifi cation Project development: Lesotho horticulture productivity and trade development Project development: Project proposal for the Comoros aimed at improving the competitiveness of the spice and essential oil sectors SADC supply-chain and logistics programme Malawi, Mozambique, South Africa United Republic of Tanzania: Integration of horticulture supply and value chains into tourism (UNDAP) Project development: Strengthening cassava communities to improve food security, access to markets and incomes Project development: Cotton to clothing enhancing African capacity and trade through use of Turkish knowhow NTF II: Creating sustainable exporter competitiveness in the tree-fruit sector in Kenya NTF II: Enhancing export competitiveness of rooibos tea and automotive components sectors in South Africa % % % % % % % % % 80 INTERNATIONAL TRADE CENTRE

83 APPENDICES Appendix STRATEGIC OBJECTIVES TITLE 2012 BUDGET US$ 000 GROSS 2012 EXPENDITURE US$ 000 GROSS % SPEND BUILDING AWARENESS ENHANCING POLICY TSI STRENGTHENING SUPPORTING ENTERPRISES INCLUSIVENESS SUSTAINABILITY CORPORATE EFFICIENCY NTF II: Enhancing export competitiveness of mangos from the Niayes region in Senegal % NTF II: Creating sustainable exporter competitiveness in the coffee sector in Uganda % Standards and trade development facility, Nigeria: SPS capacity-building for sesame seeds and shea nut butter exports % Strengthening the pineapple export value chain in selected West African countries West Africa: Establishing sustainable export-market links and supply chain for ethical fashion and lifestyle products (Ethical Fashion Initiative) Africa: Improving economic benefi ts for women in the coffee sector (Women and Trade) % % % Asia Pacific Project development: Cambodia market analysis training and project design Fiji: Strengthening of capacities and services in the agrifood sector Pakistan: Assistance to the design and implementation of trade policy and regulatory reform to improve export possibilities Samoa and Vanuatu: Fostering business support to the WTO accession process Lao People s Democratic Republic: Fostering business support to the WTO accession process % % % % % NTF II Bangladesh % China: Training of local resource staff and policymakers in market analysis, food safety and trade promotion Project development: Fiji supporting the horticultural sector % % Project development: Nepal pashmina enhancement and trade support % Certifi ed Trade Advisers Programme (CTAP) extension % Cambodia: Sector-wide Silk Project II % Cambodia: Export diversifi cation and expansion programme I high-value silk Lao People s Democratic Republic: Enhancing sustainable tourism, clean production and export capacity Viet Nam: Improvement of income and employment opportunities for rural poor through green production (One UN) South-East Asia: Raising awareness on wildlife issues to ensure sustainability of supply chains % % % % ANNUAL REPORT

84 Appendix APPENDICES STRATEGIC OBJECTIVES TITLE 2012 BUDGET US$ 000 GROSS 2012 EXPENDITURE US$ 000 GROSS % SPEND BUILDING AWARENESS ENHANCING POLICY TSI STRENGTHENING SUPPORTING ENTERPRISES INCLUSIVENESS SUSTAINABILITY CORPORATE EFFICIENCY Latin America and the Caribbean Project development: Upgrading of trade information services for exporters in Saint Lucia Project development: Aménagement d un environnement juridique aux affaires en Haiti % % Promoting CARIFORUM creative industries % Empowering Peruvian women-owned business enterprises in alpaca to enter the United States market % APEX Brasil: Foreign trade training % Project development: Institutional strengthening of the Ministry of Trade and Industry in Haiti Project development: Supporting Cuban trade-related institutions and enterprises Peru: Enabling TSIs in Peru s northern corridor to respond to the needs of exporters Empowering Mexican women-owned business enterprises in the silver jewellery and beads industry to enter the United States market Poor Communities and Trade Programme (PCTP): Haiti component ITC Regional Offi ce for Latin America and the Caribbean in Mexico % % % % % % Arab States Palestine: Strengthening capacities in trade promotion for export development % Palestine: Supporting the design of an export strategy % Project Development: North Africa: Sectoral value-chain development project Sudan: Strengthening the capacity of the Trade Information Centre, Ministry of Foreign Trade (preparatory phase I) Kuwait: Improving the international competitiveness of food and beverage producers % % % EnACT: Algeria, Egypt, Jordan, Morocco, Tunisia % Tunisia: Improving export capacities for Tunisian producers Tunisia: Strengthening the textile value-chain approach (inception phase) Project development: Preparation of the Sustainable Employment through Export Development Programme (SEED) % % % 82 INTERNATIONAL TRADE CENTRE

85 APPENDICES Appendix STRATEGIC OBJECTIVES TITLE 2012 BUDGET US$ 000 GROSS 2012 EXPENDITURE US$ 000 GROSS % SPEND BUILDING AWARENESS ENHANCING POLICY TSI STRENGTHENING SUPPORTING ENTERPRISES INCLUSIVENESS SUSTAINABILITY CORPORATE EFFICIENCY Eastern Europe and Central Asia Albania: One UN Coherence Fund % Tajikistan: Implementation of WTO provisions and business awareness of WTO accession (component two) Tajikistan: WTO accession negotiations policy advice and capacity-building (component one) Commonwealth of Independent States (CIS): Preparation of concept paper for suitable ITC assistance to selected countries Kyrgyzstan: Enhancing the export competitiveness of the textile and clothing sector and improving the qualitymanagement infrastructure Tajikistan: Enhancing the export competitiveness of the textile and clothing sector and improving the qualitymanagement infrastructure % % % % % Multiple regions Export Strategy Design and Management Programme % LDCs: Raising awareness and business support in early stages of WTO accession process % Regional Integration and Economic Partnership Agreements Programme % Project development support for LDCs under EIF % OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong % DCP: Partnership and coordination % NTF II: Netherlands Trust Fund Programme % Project development: Capitalizing on results from the All ACP Agricultural Commodities Programme (AAACP) % Foreign trade representation (FTR) roll-out % Trade Leaders Programme % Women and Trade: Building capacity to address genderbased trade constraints % Trade and Environment Programme (T&E) % Poor Communities and Trade Programme (PCTP) % Global public goods Revolving fund for business environment % Trade for Sustainable Development Programme (T4SD) % Commercial contract models and training material for SMEs through TSIs Project development: Building organizational and contractual capabilities for market-oriented smallholder producers organizations and cooperatives in the agribusiness sector % % ANNUAL REPORT

86 Appendix APPENDICES STRATEGIC OBJECTIVES TITLE NTMs: Increasing transparency and understanding of NTMs and obstacles to trade 2012 BUDGET US$ 000 GROSS 2012 EXPENDITURE US$ 000 GROSS % SPEND BUILDING AWARENESS ENHANCING POLICY TSI STRENGTHENING SUPPORTING ENTERPRISES INCLUSIVENESS SUSTAINABILITY % CORPORATE EFFICIENCY Market Access Map: Application enabling free access to market information for users in low-income countries % Revolving fund for market analysis and research % ITC Seminar Series % DMD: Coordination and innovation % Sector competitiveness revolving fund % Trade information services revolving fund % World Export Development Forum 2012 SECO % Events % Business and Trade Policy (BTP) Programme % TPO Network World Conference and Awards % TSI benchmarking scheme % TSI capacity-building modules % Meet in Africa % Export value-chain adviser % Supply-chain management training and professional certifi cation (MLS-SCM) % MLS-SCM revolving fund % Enterprise Competitiveness Section revolving fund % Fairtrade Labelling Organization partnership % Corporate efficiency Women and Trade: Improving gender mainstreaming at ITC % Legal and programme support for project implementation % Organizational strengthening of ITC % Human Resource policies and projects % IT&S and e-learning % IT&S strategy implementation % Communications support to extrabudgetary projects % Implementation of CAT tool % Evaluation % RBM % Note: Projects with expenditure below US$ not included Merged: PACT II, SADC, EnACT, T4SD, NTMs, evaluation, IPSAS, OIF Removed: Associate experts, staffi ng 84 INTERNATIONAL TRADE CENTRE

87 APPENDIX II APPENDICES Appendix ITC TECHNICAL COOPERATION PROJECTS BY COUNTRY AND SCOPE COUNTRY/AREA GLOBAL GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS BTP Programme Communications support to extrabudgetary projects DBIS core posts DCP core posts DCP non-core posts DCP partnership and coordination DMD core posts DMD non-core posts DMD coordination and innovation DPS/Information Technology and Services Section: ITC Trust Fund core, base and project staff DPS/Information Technology and Services Section: ITC Trust Fund IT strategy implementation Evaluation II Events Global information system for organic markets and production data Human Resource policies and projects IT&S and e-learning ITC client survey ITC CRM system Legal and programme support for project implementation Market Access Map: Application enabling free access to market information for users in low-income countries Market News Service PACT II COMESA PACT II ECCAS PACT II ECOWAS Project development: Capitalizing on results from the AAACP Regional integration and economic partnership agreements programme RBM Supply chain management training and professional certifi cation (MLS-SCM) T4SD Small Traders Capacity-Building Programme T4SD TSI benchmarking scheme TSIs capacity-building modules WIPO/ITC: Branding methodology and tools for value creation Women and Trade: Building the capacity to address gender-based trade constraints Women and Trade: Core staff Women and Trade: Improving gender mainstreaming at ITC TPO Network World Conference and Awards ANNUAL REPORT

88 Appendix APPENDICES COUNTRY/AREA ALBANIA ALGERIA ANGOLA ANTIGUA AND BARBUDA BAHAMAS BANGLADESH BARBADOS BELARUS BELIZE BENIN GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS One UN Coherence Fund Project development: Commercial contracts models and training material for SMEs through TSIs EnACT PACT II ECCAS Offi ce for Latin America and the Caribbean (OLAC) Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export OLAC Regional Offi ce in Mexico FTR roll-out T4SD NTF II OLAC Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export CIS: Preparation of concept paper for ITC assistance to selected countries OLAC Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export Business counselling for African women entrepreneurs (ACCESS II) OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECOWAS Project development: Building organizational and contractual capabilities for market-oriented smallholder producers organizations and cooperatives in the agribusiness sector Strengthening the pineapple export value chain in selected West African countries BHUTAN BOLIVIA (PLURINATIONAL STATE OF) BRAZIL BURKINA FASO BURUNDI FTR roll-out T4SD T4SD ACCESS II OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECOWAS Africa: Improving economic benefi ts for women in the coffee sector (Women and Trade) PACT II COMESA PACT II ECCAS Trade facilitation: Facilitating exports by EAC and South Sudan women informal cross-border traders, micro-enterprises and SMEs Facilitating exports by East African Community and South Sudan women informal cross-border traders, micro-enterprises and SMEs 86 INTERNATIONAL TRADE CENTRE

89 APPENDICES Appendix COUNTRY/AREA CAMBODIA GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS NTMs: Increasing transparency and understanding of NTMs and obstacles to trade OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong Export diversifi cation and expansion programme I: High-value silk Project development: Cambodia - Market analysis training and project design Sector-wide silk project II CAMEROON CAPE VERDE CENTRAL AFRICAN REPUBLIC CHAD CHINA COLOMBIA COMOROS CONGO COSTA RICA CÔTE D IVOIRE CUBA DEMOCRATIC REPUBLIC OF THE CONGO ACCESS II OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECCAS PACT II ECOWAS Improving Cape Verde s productive capacities (One UN) OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECCAS PACT II ECCAS: Appui juridique pour les entreprises de l Afrique occidentale et centrale ACCESS II OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECCAS CTAP Extension Training of local resource staff and policymakers in market analysis, food safety and trade promotion Regional trade information workshop T4SD PACT II COMESA Project development: Development of project proposal for the Comoros aimed at improving the competitiveness of the spice and essential oil sectors ACCESS II OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECCAS OLAC Regional Offi ce in Mexico NTMs: Increasing transparency and understanding of NTMs and obstacles to trade OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECOWAS T4SD Institutional strengthening of economic policy and facilitation of regional and global integration OLAC Regional Offi ce in Mexico Project development: Supporting Cuban trade-related institutions and enterprises ACCESS II OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II COMESA PACT II ECCAS DJIBOUTI PACT II COMESA Export Strategy Design and Management programme ANNUAL REPORT

90 Appendix APPENDICES COUNTRY/AREA DOMINICA DOMINICAN REPUBLIC ECUADOR EGYPT EL SALVADOR EQUATORIAL GUINEA ERITREA ETHIOPIA FIJI GABON GAMBIA GHANA GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS Export Strategy Design and Management programme OLAC Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export OLAC Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export T4SD NTMs: Increasing transparency and understanding of NTMs and obstacles to trade PACT II COMESA Project development: Commercial contracts models and training material for SMEs through TSIs Project development: North Africa sectoral value-chain development Project development: Preparation of the SEED Programme EnACT OLAC Regional Offi ce in Mexico TSI benchmarking: PROESA (Export and Investment Promotion Agency of El Salvador) T4SD OIF/ITC Project: Expansion du commerce intra- et inter-regional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECCAS PACT II COMESA ACCESS II Africa: Improving economic benefi ts for women in the coffee sector (Women and Trade) ACCESS II LDCs: Raising awareness and business support in early stages of the WTO accession process PACT II COMESA Project development: Cotton to clothing: Enhancing African capacity and trade through the use of Turkish know-how Ethiopian coffee quality project Fostering business support to the WTO accession process Strengthening of capacities and services in the agrifood sector Project development: Fiji supporting the horticultural sector OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECCAS PACT II ECOWAS Sector competitiveness and export diversifi cation ACCESS II Establishing sustainable export-market links and supply chain for ethical fashion and lifestyle products (Ethical Fashion Initiative) Export Strategy Design and Management Programme PACT II ECOWAS PCTP T4SD Pilot Project Fashion Supply Chain 88 INTERNATIONAL TRADE CENTRE

91 APPENDICES Appendix COUNTRY/AREA GRENADA GUATEMALA GUINEA GUINEA-BISSAU GUYANA HAITI HONDURAS INDIA INDONESIA JAMAICA JORDAN KAZAKHSTAN KENYA GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS OLAC Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export OLAC Regional Offi ce in Mexico T4SD NTMs: Increasing transparency and understanding of NTMs and obstacles to trade PACT II ECOWAS OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECOWAS OLAC Regional Offi ce in Mexico TSI benchmarking: Caribbean Export OLAC Regional Offi ce in Mexico PCTP PCTP: Haiti Component Project development: Aménagement d un environnement juridique aux affaires en Haiti Project development: Institutional strengthening of the Ministry of Trade and Industry in Haiti OLAC Regional Offi ce in Mexico T4SD T4SD NTMs: Increasing transparency and understanding of NTMs and obstacles to trade South-East Asia: Raising awareness on wildlife issues to ensure sustainability of supply chains NTMs: Increasing transparency and understanding of NTMs and obstacles to trade OLAC Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export Export Strategy Design and Management Programme EnACT BTP CIS: Preparation of concept paper for ITC assistance to selected countries NTMs: Increasing transparency and understanding of NTMs and obstacles to trade TSI benchmarking scheme Women and Trade: Improving economic benefi ts for women in the coffee sector ACCESS II Export Strategy Design and Management Programme NTMs: Increasing transparency and understanding of NTMs and obstacles to trade PACT II COMESA PCTP Project development: Building organizational and contractual capabilities for market-oriented smallholder producers organizations and cooperatives in the agribusiness sector Support for EAC s regional trade integration Trade and Environment Programme Trade facilitation: Facilitating exports by EAC and South Sudan women informal cross-border traders, micro-enterprises and SMEs T4SD ANNUAL REPORT

92 Appendix APPENDICES COUNTRY/AREA KENYA (continued) MADAGASCAR MALAWI MALAYSIA MALI MAURITIUS MEXICO MONGOLIA MOROCCO MOZAMBIQUE NAMIBIA NEPAL NICARAGUA GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS East Africa: Creation of product-development facilities in Nairobi for Ethical Fashion Africa (Ethical Fashion Institute) NTF II: Creating sustainable exporter competitiveness in the tree fruit sector in Kenya NTMs: Increasing transparency and understanding of NTMs and obstacles to trade PACT II COMESA Amélioration de l encadrement juridique pour le commerce international NTMs: Increasing transparency and understanding of NTMs and obstacles to trade PACT II COMESA Project development: Cotton to clothing enhancing African capacity and trade through the use of Turkish know-how Project development: Building organizational and contractual capabilities for market-oriented smallholder producers organizations and cooperatives in the agribusiness sector Improving commercial links between producers and buyers around Lilongwe (SADC) FTR roll-out South-East Asia: Raising awareness on wildlife issues to ensure sustainability of supply chains Globinmed business information on traditional and complementary medicine Strengthening the training department of the Trade Development Corporation, MATRADE ACCESS II OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECOWAS NTMs: Increasing transparency and understanding of NTMs and obstacles to trade PACT II COMESA OLAC Regional Offi ce in Mexico Women and Trade T4SD Empowering Mexican women-owned business enterprises in the silver jewellery and beads industry to enter United States market Women and Trade: Building the capacity to address gender-based trade constraints NTMs: Increasing transparency and understanding of NTMs and obstacles to trade Project development: Commercial contracts models and training material for SMEs through TSIs Project development: North Africa sectoral value-chain development EnACT ACCESS II Project development: Cotton to clothing enhancing African capacity and trade through the use of Turkish know-how Business Environment Support and Trade Facilitation Programme: Strengthening IPEX Capacity-building for effective trade policy formulation and management Enhancing supply-chain capacities of fresh fruit and vegetable producers (SADC) INATUR Strengthening: Training in grading for tourism offi cers, community tour development and guide training Strengthening of cultural and creative industries and inclusive policies (One UN) Trade Leaders Programme Project development: Nepal Pashmina enhancement and trade support OLAC Regional Offi ce in Mexico T4SD 90 INTERNATIONAL TRADE CENTRE

93 APPENDICES Appendix COUNTRY/AREA NIGER NIGERIA OMAN PAKISTAN PALESTINE PERU PHILIPPINES RUSSIAN FEDERATION RWANDA SAINT KITTS AND NEVIS SAINT LUCIA SAINT VINCENT AND THE GRENADINES GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECOWAS ACCESS II Standards and trade development facility, Nigeria SPS capacity-building for sesame seeds and shea nut butter exports Centre for Investment Promotion and Export Development (OCIPED) feasibility study TSI benchmarking Assistance to the design and implementation of trade policy and regulatory reform to improve export possibilities NTMs: Increasing transparency and understanding of NTMs and obstacles to trade PACT II ECOWAS Strengthening capacities in trade promotion for export development Supporting the design of an export strategy NTMs: Increasing transparency and understanding of NTMs and obstacles to trade Women and Trade Strengthening the export competitiveness of women entrepreneurs in the textile and clothing sector in Arequipa T&E T4SD Empowering Peruvian women-owned business enterprises in alpaca to enter United States market Enabling TSIs in Peru s northern corridor to respond to the needs of exporters FTR roll-out T4SD CIS: Preparation of concept paper for ITC assistance to selected countries BTP Improving economic benefi ts for women in the coffee sector (Women and Trade) ACCESS II NTMs: Increasing transparency and understanding of NTMs and obstacles to trade PACT II COMESA Support for EAC s regional trade integration Trade facilitation: Facilitating exports by EAC and South Sudan women informal cross-border traders, micro-enterprises and SMEs Export and Tourism-led Poverty Reduction Programme OLAC Regional Offi ce in Mexico TSI benchmarking: Caribbean Export OLAC Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export Project development: Upgrading of trade information services for exporters in Saint Lucia OLAC Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export ANNUAL REPORT

94 Appendix APPENDICES COUNTRY/AREA SAMOA SAO TOME AND PRINCIPE SENEGAL SEYCHELLES SIERRA LEONE SOUTH AFRICA SOUTH SUDAN SRI LANKA SUDAN SWAZILAND SYRIAN ARAB REPUBLIC TAJIKISTAN TOGO TRINIDAD AND TOBAGO GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS LDCs: Raising awareness and business support in early stages of WTO accession process Samoa and Vanuatu: Fostering business support to the WTO accession process Trade Leaders Programme PACT II ECCAS ACCESS II NTMs: Increasing transparency and understanding of NTMs and obstacles to trade OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECOWAS Project development: Building organizational and contractual capabilities for market-oriented smallholder producers organizations and cooperatives in the agribusiness sector T4SD NTF II: Enhancing export competitiveness of mangos from the Niayes region in Senegal PACT II COMESA PACT II ECOWAS ACCESS II NTMs: Increasing transparency and understanding of NTMs and obstacles to trade NTF II: Enhancing export competitiveness of rooibos tea and automotive components sectors in South Africa SADC Supply chain and logistics programme South Africa Support for EAC s regional trade integration Trade facilitation: Facilitating exports by EAC and South Sudan women informal cross-border traders, micro-enterprises and SMEs TSI benchmarking LDCs: Raising awareness and business support in early stages of WTO accession process PACT II COMESA Strengthening the capacity of the Trade Information Centre, Ministry of Foreign Trade, Sudan (preparatory phase I) PACT II COMESA Needs assessment of inclusive tourism opportunities in the al-ghab region Enhancing the export competitiveness of the textile and clothing sector and improving the quality management infrastructure Implementation of WTO provisions and business awareness of WTO accession (component two) WTO accession negotiations: Policy advice and capacity-building (component one) OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong 2011 PACT II ECOWAS Strengthening the pineapple export value chain in selected West African countries NTMs: Increasing transparency and understanding of NTMs and obstacles to trade OLAC Regional Offi ce in Mexico Regional trade information workshop TSI benchmarking: Caribbean Export 92 INTERNATIONAL TRADE CENTRE

95 APPENDICES Appendix COUNTRY/AREA TUNISIA TURKEY UGANDA UNITED REPUBLIC OF TANZANIA URUGUAY VANUATU VIET NAM YEMEN GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS Project development: Commercial contracts models and training material for SMEs through TSIs Project development: North Africa sectoral value-chain development Project development: Preparation of the SEED Programme EnACT Improving export capacities for Tunisian producers Strengthening the textile value-chain approach in Tunisia (inception phase) FTR roll-out Africa: Improving economic benefi ts for women in the coffee sector (Women and Trade) ACCESS II PACT II COMESA PCTP Project development: Cotton to clothing enhancing African capacity and trade through the use of Turkish know-how Project development: Building organizational and contractual capabilities for market-oriented smallholder producers organizations and cooperatives in the agribusiness sector Support for EAC s regional trade integration Trade facilitation: Facilitating exports by EAC and South Sudan women informal cross-border traders, micro-enterprises and SMEs Trade Leaders Programme NTF II: Creating sustainable exporter competitiveness in the coffee sector in Uganda Project development: Uganda inclusive tourism trade development for micro-enterprises in the tourism value chain Africa: Improving economic benefi ts for women in the coffee sector (Women and Trade) ACCESS II NTMs: Increasing transparency and understanding of NTMs and obstacles to trade Project development: Cotton to clothing enhancing African capacity and trade through the use of Turkish know-how Project development: Building organizational and contractual capabilities for market-oriented smallholder producers organizations and cooperatives in the agribusiness sector Support for EAC s regional trade integration Trade facilitation: Facilitating exports by EAC and South Sudan women informal cross-border traders, micro-enterprises and SMEs Integration of horticulture supply and value chains into tourism (UNDAP) Standards and trade development facility: Supporting the horticulture export development council WIPO/ITC: Branding methodology and tools for value creation NTMs: Increasing transparency and understanding of NTMs and obstacles to trade Samoa and Vanuatu: Fostering business support to the WTO accession process OIF/ITC Project: Expansion du commerce intra- et inter-régional entre les États membres de la CEMAC, de l UEMOA et les pays francophones du Mékong South-East Asia: Raising awareness on wildlife issues to ensure sustainability of supply chains T4SD Improvement of income and employment opportunities for rural poor through green production (One UN) Project development: Viet Nam strengthening VIETRADE s capacity to support provincial TSIs LDCs: Raising awareness and business support in early stages of WTO accession process Project development: Preparation of the SEED programme ANNUAL REPORT

96 Appendix APPENDICES COUNTRY/AREA ZAMBIA ZIMBABWE GLOBAL AND REGIONAL PROGRAMMES COUNTRY-SPECIFIC PROJECTS ACCESS II PACT II COMESA Project development: Cotton to clothing enhancing African capacity and trade through the use of Turkish know-how T&E Access to fi nance for agribusiness SMEs United Nations joint programme on green jobs in the Zambian construction and building industry improved access to fi nance for exporting and export-ready micro-enterprises and SMEs PACT II COMESA Project development: Cotton to clothing enhancing African capacity and trade through the use of Turkish know-how 94 INTERNATIONAL TRADE CENTRE

97 APPENDIX III APPENDICES Appendix PROJECT ALLOCATIONS COUNTRY PROJECT PROJECT NO. SOURCE OF FUNDS 2012 (US$) AFRICA Cape Verde Improving Cape Verde s productive capacitites CVI/1A/01A One UN MDG Achievement Fund Comoros Côte d Ivoire Ethiopia Project development: Development of project proposal aimed at improving the competitiveness of the spice and essential oil sectors INT/U1/94A ITC Trust Fund Institutional strengthening of economic policy and facilitation of regional and global integration IVC/75/25A EU Fostering business support to the WTO accession process INT/U1/20F ITC Trust Fund Gambia Sector competitiveness and export diversifi cation GAM/4B/01A EIF Kenya Liberia Lesotho Malawi Mozambique NTF II: Creating sustainable exporter competitiveness in the tree-fruit sector in Kenya KEN/47/111A Netherlands Project development: Strengthening cassava communities to improve food security, access to markets and incomes INT/U1/104A ITC Trust Fund Project development: Horticulture productivity and trade development INT/U1/102A ITC Trust Fund Improving commercial links between producers and buyers around Lilongwe (SADC) MLW/17/03A Belgium - Flemish Government Enhancing supply-chain capacities of fresh fruit and vegetable producers (SADC) MOZ/17/04A Belgium - Flemish Government Strengthening of cultural and creative industries and inclusive policies MOZ/1A/01A One UN MDG Achievement Fund Capacity-building for effective trade policy formulation and management MOZ/6A/01A Mozambique - One UN Nigeria Senegal Standards and trade development facility: SPS capacity-building for sesame seeds and shea nut butter exports NIR/98/02A WTO NTF II: Enhancing export competitiveness of mangoes from the Niayes region SEN/47/109A Netherlands South Africa SADC supply-chain and logistics programme SAF/17/05A Belgium - Flemish Government NTF II: Enhancing export competitiveness of rooibos tea and automotive components sectors SAF/47/112A Netherlands Uganda United Republic of Tanzania NTF II: Creating sustainable exporter competitiveness in the coffee sector UGA/47/110A Netherlands Integration of horticulture supply/value chains into tourism (UNDAP) URT/1A/01A One UN MDG Achievement Fund Zambia Access to fi nance for agribusiness SMEs ZAM/1B/01A African Management Services Company United Nations joint programme on green jobs in Zambian construction and building industry improved access to fi nance for exporting and export-ready micro-enterprises and SMEs ZAM/86/04A ILO ANNUAL REPORT

98 Appendix APPENDICES COUNTRY PROJECT PROJECT NO. SOURCE OF FUNDS 2012 (US$) Regional West Africa: Establishing sustainable exportmarket links and supply chain for ethical fashion and lifestyle products (Ethical Fashion Initiative) GHA/61/131A SECO West Africa: PACT II Strengthening regional trade information networking within ECOWAS INT/20/126A CIDA Africa: Improving economic benefi ts for women in the coffee sector (Women and Trade) INT/71/03A DFID Empowering the African private sector network to strengthen the international competitiveness of SMEs INT/75/27A EU Meet in Africa INT/S1/01A Other fund - Meet in Africa Strengthening the pineapple export value chain in selected West African countries INT/U1/54A ITC Trust Fund Trade facilitation: Facilitating exports by EAC and South Sudan women informal cross-border traders, micro-enterprises and SMEs INT/U1/74A ITC Trust Fund Supporting EAC regional trade integration INT/U1/84A ITC Trust Fund Project development: Building organizational and contractual capabilities for market-oriented smallholder producers' organizations and cooperatives in the agri-business sector INT/U1/92A ITC Trust Fund WIPO/ITC: Branding methodology and tools for value creation INT/U1/101A ITC Trust Fund PACT II: ECCAS Improved technical capacities and RBM operations RAF/20/109C CIDA PACT II: ECOWAS Improved technical capacities and RBM operations RAF/20/110D CIDA PACT II: ECCAS Networks of national and regional TSIs RAF/20/118C CIDA PACT II: ECOWAS Networks of national and regional TSIs RAF/20/119D CIDA PACT II: Central Africa Strengthening regional trade support networks to facilitate public-private dialogue within ECCAS RAF/20/121C CIDA PACT II: West Africa Strengthening regional trade support networks to facilitate public-private dialogue within ECOWAS RAF/20/122D CIDA PACT II: ECCAS Appui juridique pour les entreprises de l'afrique occidentale et centrale RAF/20/123C CIDA PACT II: Central Africa Strengthening regional trade information networking within ECCAS RAF/20/125A CIDA PACT II: West Africa Developing the mango sector for increased export potential of ECOWAS countries RAF/20/129A CIDA ACCESS II: Business counselling for women entrepreneurs RAF/20/133B CIDA PACT II: Design of ECOWAS-TEN network of trade experts RAF/20/134A CIDA ACCESS II: African businesswomen in international trade programme RAF/20/101A CIDA PACT II: COMESA sector strategy RAF/20/114B CIDA INTERNATIONAL TRADE CENTRE

99 APPENDICES Appendix COUNTRY PROJECT PROJECT NO. SOURCE OF FUNDS 2012 (US$) Regional (Africa, continued) PACT II: ECCAS sector strategy RAF/20/115C CIDA PACT II: COMESA Networks of national and regional TSIs RAF/20/117B CIDA PACT II: Eastern and Southern Africa Strengthening regional trade support networks to facilitate public private dialogue within COMESA RAF/20/120B CIDA PACT II: Eastern and Southern Africa Strengthening regional trade information networking in the leather sector within COMESA RAF/20/124B CIDA PACCIA/PACT II: UMBRELLA INT/20/100A CIDA PACT II COMESA: Coordination INT/20/102B CIDA PACT II ECCAS: Coordination INT/20/103C CIDA PACT II ECOWAS: Coordination INT/20/104D CIDA ARAB STATES Algeria EnACT RAB/20/132A CIDA Egypt EnACT RAB/20/133A CIDA Jordan EnACT RAB/20/134A CIDA Kuwait Improving the international competitiveness of food and beverage producers KUW/87/01A Kuwait Morocco EnACT RAB/20/135A CIDA Palestine Supporting the design of an export strategy OCT/5B/01A Palestine Trade Center (PALTRADE) Strenghtening capacities in trade promotion for export development OCT/78/517A UNDP Sudan Strengthening the capacity of the Trade Information Centre, Ministry of Foreign Trade (preparatory phase I) SUD/2B/01A Sudan Tunisia EnACT RAB/20/136A CIDA Improving export capacities of Tunisian producers TUN/61/120A SECO Strengthening the textile value-chain approach (inception phase) TUN/61/121A SECO Regional Project development: Preparation of the SEED programme INT/U1/76A ITC Trust Fund ASIA AND THE PACIFIC Project development: North Africa sectoral valuechain development INT/U1/90A ITC Trust Fund EnACT: Coordination RAB/20/131A CIDA Bangladesh NTF II: Bangladesh BGD/47/114A Netherlands Cambodia Sector-wide silk project II CMB/49/05A New Zealand Export diversifi cation and expansion programme (CEDEP) I: High-value silk CMB/4B/02A EIF Project development: Market analysis training and project design INT/U1/98A ITC Trust Fund China Training of local resource staff and policymakers in market analysis, food safety and trade promotion. CPR/22/07A China CTAP extension CPR/22/08A China ANNUAL REPORT

100 Appendix APPENDICES COUNTRY PROJECT PROJECT NO. SOURCE OF FUNDS 2012 (US$) Fiji Strengthening of capacities and services in the agri-food sector FIJ/75/30A EU Project development: Supporting the horticultural sector INT/U1/69A ITC Trust Fund Lao People s Democratic Republic Nepal Pakistan Viet Nam Regional Fostering business support to the WTO accession process INT/U1/20C ITC Trust Fund Enhancing sustainable tourism, clean production and export capacity LAO/3B/01A SECO/EIF Project development: Pashmina enhancement and trade support INT/U1/96A ITC Trust Fund Assistance to the design and implementation of trade policy and regulatory reform to improve export possibilities PAK/70/02A UNIDO Improvement of income and employment opportunities for rural poor through green production VIE/1A/01A One UN MDG Achievement Fund Samoa and Vanuatu: Fostering business support to the WTO accession process INT/U1/20B ITC Trust Fund EUROPE AND THE CIS South East Asia: Raising awareness on wildlife issues to ensure sustainability of supply chains INT/U1/68A ITC Trust Fund Albania One UN Coherence Fund ALB/1A/01A One UN MDG Achievement Fund Kyrgyzstan Tajikistan Enhancing the export competitiveness of the textile and clothing sector and improving the qualitymanagement infrastructure KYR/61/123A SECO Enhancing the export competitiveness of the textile and clothing sector and improving the qualitymanagement infrastructure TAJ/61/124A SECO Implementation of WTO provisions and business awareness of WTO accession (component two) TAJ/61/125A SECO WTO accession negotiations policy advice and capacity-building (component one) TAJ/61/126A SECO Regional CIS: Preparation of concept paper for suitable ITC assistance to selected countries INT/U1/32A ITC Trust Fund LATIN AMERICA AND THE CARIBBEAN Brazil APEX Brasil: Foreign trade training BRA/65/02A Apex-Brasil Cuba Project development: Supporting Cuban traderelated institutions and enterprises INT/U1/99A ITC Trust Fund Haiti PCTP: Haiti Component HAI/39/012A Japan Project development: Amenagement d'un environnement juridique aux affaires INT/U1/100A ITC Trust Fund Project development: Institutional strengthening of the Ministry of Trade and Industry INT/U1/103A ITC Trust Fund Mexico Empowering Mexican women-owned business enterprises in the silver jewellery and beads industry to enter the United States market INT/U1/62A ITC Trust Fund Empowering Mexican women-owned business enterprises in the silver jewellery and beads industry to enter the United States market MEX/71/11A DFID INTERNATIONAL TRADE CENTRE

101 APPENDICES Appendix COUNTRY PROJECT PROJECT NO. SOURCE OF FUNDS 2012 (US$) Peru Empowering Peruvian women-owned business enterprises in alpaca to enter the United States market INT/U1/61A ITC Trust Fund Enabling TSIs in Peru's northern corridor to respond to the needs of exporters PER/61/129A SECO Empowering Peruvian women-owned business enterprises in alpaca to enter the United States market PER/71/10A DFID Strengthening the export competitiveness of women entrepreneurs in the textile and clothing sector in Arequipa RLA/58/07A Spain Saint Lucia Project development: Upgrading of trade information services for exporters INT/U1/93A ITC Trust Fund Regional OLAC regional offi ce in Mexico INT/U1/47A ITC Trust Fund Promoting CARIFORUM creative industries RLA/75/26A EU PROJECT PROJECT NO. SOURCE OF FUNDS 2012 (US$) INTERREGIONAL ACTIVITIES (by programme) Institutional infrastructure including business organizations, for trade promotion and export development Associate expert: Alexander Riveros DBIS/BE INT/07/11A France Associate expert: Tobias Schiedermair OED/ODED INT/08/13A Germany Associate expert: Hanna Bucher DMD/OD INT/08/14A Germany Associate expert: Eeva Alho DBIS/BE INT/26/02A Finland OIF/ITC Project: Expansion du commerce intra- et inter-regional entre les États members de la CEMAC, de l'uemoa et les trois francophones du Mekong INT/28/10A OIF Netherlands Trust Fund Programme (NTF II) INT/47/108A Netherlands Women and Trade: Building the capacity to address gender-based trade constraints INT/71/06A DFID Women and Trade: Core staff INT/71/09A DFID Project development: Cotton to clothing - enhancing African capacity and trade through the use of Turkish know-how INT/U1/105A ITC Trust Fund T&E INT/U1/16A ITC Trust Fund PCTP INT/U1/19A ITC Trust Fund BTP Programme INT/U1/20A ITC Trust Fund LDCs: Raising awareness and business support in early stages of WTO accession process INT/U1/20D ITC Trust Fund Regional Integration and Economic Partnership Agreements Programme INT/U1/20E ITC Trust Fund Export and Tourism-led Poverty Reduction Programme INT/U1/23A ITC Trust Fund Export Strategy Design and Management Programme INT/U1/26A ITC Trust Fund Project development support for LDCs under EIF INT/U1/58A ITC Trust Fund OIF/ITC Project: Expansion du commerce intra- et inter-regional entre les États membres de la CEMAC, de l'uemoa et le pays francophones du Mekong 2011 INT/U1/75A ITC Trust Fund ANNUAL REPORT

102 Appendix APPENDICES PROJECT PROJECT NO. SOURCE OF FUNDS 2012 (US$) DBIS: core posts INT/U1/77A ITC Trust Fund DMD: core posts INT/U1/78A ITC Trust Fund DCP: core posts INT/U1/79A ITC Trust Fund DMD: additional XB posts INT/U1/81A ITC Trust Fund DCP: additional XB posts INT/U1/82A ITC Trust Fund OED: additional XB posts INT/U1/83A ITC Trust Fund Trade Leaders Programme INT/U1/85A ITC Trust Fund DCP: Partnership and coordination INT/U1/86A ITC Trust Fund DMD: Coordination and innovation INT/U1/87A ITC Trust Fund FTR roll out INT/U1/89A ITC Trust Fund Project development: Commercial contracts models and training material for SMEs through TSIs INT/U1/91A ITC Trust Fund Project development: Capitalizing on results from the AAACP INT/U1/95A ITC Trust Fund Women and Trade: Building the capacity to address gender-based trade constraints INT/U1/97A ITC Trust Fund Associate expert: M. Arvonen BPP/RPG INT/26/01A Finland Associate expert: Johan Krister Ahlberg DBIS/EC INT/26/03A Finland Export value chain adviser INT/27/10A France ACP Programme: Coordination team INT/75/24A EU DBIS: Additional XB posts INT/U1/80A ITC Trust Fund GLOBAL PUBLIC GOOD Supply chain management training and professional certifi cation (MLS-SCM) INT/61/105A SECO T4SD INT/61/127A SECO Fairtrade Labelling Organization (FLO) partnership INT/61/128A SECO WEDF 2012 INT/61/132A SECO NTMs: Increasing transparency and understanding of NTMs and obstacles to trade INT/71/02A DFID IT&S/e-learning INT/71/07A DFID T4SD INT/75/28A EU Market Access Map: Application enabling free access to market information for users in low-income countries INT/75/29A EU T4SD Small Traders Capacity Building Programme INT/75/31A EU MLS-SCM revolving fund INT/R1/01A RF/MLS-SCM Revolving fund for market analysis and research INT/R2/01A RF/MAR Trade information services revolving fund INT/R3/01A RF/TIS ECS revolving fund INT/R4/01A RF/ECS TSI revolving fund INT/R6/01A RF/BG Sector competitiveness revolving fund INT/R8/02A RF/SC Business environment revolving fund INT/R9/01A RF/ Business Environment INTERNATIONAL TRADE CENTRE

103 APPENDICES Appendix PROJECT PROJECT NO. SOURCE OF FUNDS 2012 (US$) T4SD INT/U1/09A ITC Trust Fund Communications support to XB projects INT/U1/13A ITC Trust Fund TPO World Conference and Awards INT/U1/30A ITC Trust Fund TSI benchmarking scheme INT/U1/42A ITC Trust Fund TSI capacity-building modules INT/U1/44A ITC Trust Fund Events INT/U1/55A ITC Trust Fund ITC seminar series INT/U1/73A ITC Trust Fund CORPORATE EFFICIENCY Associate Expert: Yannik Kapfer DPS/OD INT/08/15A Germany Organizational strengthening of ITC INT/71/01A DFID Women and Trade: Improving gender mainstreaming at ITC INT/71/04A DFID Evaluation II INT/71/11A DFID Human resources policies and projects INT/U1/05B ITC Trust Fund DPS/ITS: IT&S strategy implementation INT/U1/06A ITC Trust Fund Legal and programme support for project implementation INT/U1/07B ITC Trust Fund Evaluation INT/U1/52A ITC Trust Fund RBM INT/U1/53A ITC Trust Fund Organizational strengthening of ITC INT/U1/59A ITC Trust Fund Implementation of computer assisted translation tool INT/U1/88A ITC Trust Fund OED 2012 travel INT/U1/107A ITC Trust Fund ANNUAL REPORT

104 Appendix APPENDICES APPENDIX IV DISTRIBUTION OF ASSIGNMENTS BY NATIONALITY AND GENDER OF EXPERTS, 2012 TOTAL WOMEN MEN ASSIGNMENTS WORK MONTHS ASSIGNMENTS WORK MONTHS ASSIGNMENTS WORK MONTHS DEVELOPING AND TRANSITION ECONOMIES AFRICA Benin Burkina Faso Burundi Cameroon Côte d'ivoire Eritrea Ethiopia Ghana Guinea Kenya Liberia Madagascar Malawi Mali Mauritius Namibia Rwanda Senegal South Africa Togo Uganda United Republic of Tanzania Zambia Zimbabwe TOTAL INTERNATIONAL TRADE CENTRE

105 APPENDICES Appendix TOTAL WOMEN MEN ASSIGNMENTS WORK MONTHS ASSIGNMENTS WORK MONTHS ASSIGNMENTS WORK MONTHS ASIA PACIFIC Bangladesh Cambodia China Fiji India Republic of Korea Lao People s Democratic Republic Malaysia Nepal Pakistan Philippines Singapore Thailand Viet Nam TOTAL ARAB STATES Algeria Egypt Jordan Kuwait Lebanon Morocco Syrian Arab Republic Tunisia TOTAL EUROPE AND THE CIS Belarus Croatia Georgia Hungary Kazakhstan Kyrgyzstan Romania Russian Federation Tajikistan Ukraine TOTAL ANNUAL REPORT

106 Appendix APPENDICES TOTAL WOMEN MEN ASSIGNMENTS WORK MONTHS ASSIGNMENTS WORK MONTHS ASSIGNMENTS WORK MONTHS LATIN AMERICA AND THE CARIBBEAN Argentina Brazil Chile Colombia Grenada Jamaica Mexico Peru Trinidad and Tobago Uruguay Venezuela (Bolivian Republic of) TOTAL DEVELOPED COUNTRIES Australia Austria Belgium Canada France Germany Greece Ireland Italy Japan Netherlands New Zealand Spain Switzerland United Kingdom United States of America TOTAL TOTAL, ALL REGIONS INTERNATIONAL TRADE CENTRE

107 APPENDIX V APPENDICES Appendix BREAKDOWN OF ASSIGNMENTS BY COUNTRY CATEGORY, 2012 TOTAL COUNTRY CATEGORY ASSIGNMENTS % WORK MONTHS % WOMEN Developing and transition economies Developed countries MEN Developing and transition economies Developed countries TOTAL, Developing and transition economies Developed countries ANNUAL REPORT

108 Appendix APPENDICES APPENDIX VI DISTRIBUTION OF ASSIGNMENTS BY REGION OF ASSIGNMENT, 2012 REGION OF ASSIGNMENT ASSIGNMENTS INTER- REGIONAL ARBS AFR AP ECIS LAC AFRICA TOTAL Assignment Work months WOMEN Assignment Work months MEN Assignment Work months ASIA AND THE PACIFIC TOTAL Assignment Work months WOMEN Assignment Work months MEN Assignment Work months ARAB STATES TOTAL Assignment Work months WOMEN Assignment Work months MEN Assignment Work months EUROPE AND THE CIS TOTAL Assignment Work months WOMEN Assignment Work months MEN Assignment Work months INTERNATIONAL TRADE CENTRE

109 APPENDICES Appendix REGION OF ASSIGNMENT ASSIGNMENTS INTER- REGIONAL ARBS AFR AP ECIS LAC LATIN AMERICA AND THE CARIBBEAN TOTAL Assignment Work months WOMEN Assignment Work months MEN Assignment Work months DEVELOPED COUNTRIES TOTAL Assignment Work months WOMEN Assignment Work months MEN Assignment Work months TOTAL Assignment Work months WOMEN Assignment Work months MEN Assignment Work months ANNUAL REPORT

110

111 The designations employed and the presentation of material in this publication do not imply the expression of any opinion whatsoever on the part of the International Trade Centre concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. April 2013 Original: English International Trade Centre 2013 ITC/AG(XLVII)/250

112