social accounts. Trade Aid / Social Accounts / 1

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1 social accounts Trade Aid / Social Accounts / 1

2 Your questions answered Interested in? Tea with friends: Does Trade Aid really visit all its trading partners? Find out on page 22. Building long term relationships: What is the average length trading relationship between Trade Aid and its craft and food partners? Find out on page 26. Too good to be true? How can making our own delicious and unique chocolate bars in New Zealand increase the value of trade for cocoa farmers? Find out on page 27. Thanks! Which trading partner called Trade Aid their best buyer and why? Find out on page 27. It s complicated! What is a fair price? Find out on page 30. Not just trading Developing! What did Trade Aid s partners spend their capacity building grants on this year? Find out on page 40. What do aging coffee trees have to do with the New Zealand coffee industry? Find out about a unique initiative involving NZ coffee roasters on page 43. Gender? Yes women are empowered, completely empowered. Strong words from one of Trade Aid s partners on the compatibility of fair trade for women page 36. The Environment? Read about our partners work to protect the planet for future generations on page 46. What our partners have to say about how well we really do at engaging with fair trade principles? Read the focus group extracts for objective 1 beginning on page 23. Pro-poor policies? It s not only about finding great selling products, it s also about working with partners with the most vulnerable producer groups to make their products saleable read more on page 49. Product design? Trade Aid s product developer helps partners understand what New Zealand consumers like to buy. Read more on page 55. If you became a Trade Aid education volunteer what training would you get? Find out on page 65. Trade Aid sales have increased, but is it food or craft that is leading the growth? Find out on page 85. What do our customers really think about our products? Find out on page 86. How much did Trade Aid put back to its trading partners from profits last year? Find out on page 92. Did Trade Aid meet its environmental targets last year? Find out on page 99. What volunteers said after visiting producer groups across Asia and South America with Trade Aid education tours? Check it out from page 67. Fair trade education? Trade Aid educators delivered 272 talks across the country last year way to go! Read more on page 73. What TAI provides to schools? Read what teachers have to say about Trade Aid education resources on page 81. How Trade Aid respects the Treaty of Waitangi in its work? Read about it on page 96. Contents Trade Aid Movement Charter... 4 Trade Aid Importers Ltd history, background and purpose... 6 Why social accounts?... 9 The scope of the social accounts... 9 Methodology Limitations in the social accounting process...12 Limitations in the 2008 accounts, and how they have been addressed...12 Limitations in the 2012 accounts...13 Trade Aid Importers Social Accounting Framework Partnership...20 Objective 1: To engage in effective trading partnerships according to fair trade principles...20 Objective 2: To choose trading partners who work with the most disadvantaged producers...49 Objective 3: To assist producers to move from poverty to self-reliance Change...63 Objective 4: To train and support educators to increase awareness of trading injustice and its impact on our trading partners, to promote fair trade as a positive alternative and to campaign for change to unjust trading systems...63 Sustainability...83 Objective 5: To maximise the sales of fair trade product...83 Objective 6: To trade in such a way that the Trade Aid Movement and its partners are financially sustainable Guiding principles...93 Issues for consideration/action from the social accounting process Issues raised in the 2012 accounts to be addressed Issues raised in 2005 accounts, and only partially addressed in the 2008 accounts Proposals from the previous social audit cycle and how they have been addressed Proposals for the next social audit cycle Glossary Appendix A 2012 Development Committee members Appendix B List of 62 partners including length of partnership Appendix C The ten WFTO Principles of fair trade Appendix D Trade Aid Partnership Policy April Appendix E Gender policy Appendix F Volunteer policy Appendix G Treaty policy Appendix H Environment policy Appendix I Education Policy Appendix J Trade Aid Partnership Criteria Appendix K Appraisal and Monitoring Checklist Appendix L List of capacity building activities Appendix M Product Development Surveys and data Appendix N TAI staff survey and data Appendix O TAI volunteer survey and data Appendix P Education Surveys and data a) Trade Aid lead educators survey b) Trade Aid shop managers survey c) Trade Aid Trust Chairs survey d) Trade Aid Education Tour members survey e) Teachers (as users of Trade Aid educational resources) survey Appendix Q Board Survey and data Appendix R Staff environment survey and data Appendix S E-news Customer Survey and data Appendix T Key Aspects Checklist for Social Accounts Trade Aid / Social Accounts / 2 Trade Aid / Social Accounts / 3

3 Trade Aid Movement Charter Vision A Just World Aim To build Just and Sustainable Communities through Fair Trade Objectives Partnerships To engage in effective trading partnerships according to fair trade standards To choose trading partners who work with the most disadvantaged producers To assist producers to move from poverty to self reliance Change To increase awareness of trading injustice and its impact on our trading partners To campaign for change to unjust trading systems To promote fair trade as a positive alternative Sustainability To maximise sales of fair trade product To trade in such a way that the Trade Aid Movement and its partners are financially sustainable Guiding Principles We will: respect and support trading partners and their aspirations understand the broader issues that affect our trading partners provide healthy and safe workplaces in which staff and volunteers are valued and respected work co-operatively and encourage participation at all levels of the Movement honour the Treaty of Waitangi, respect the environment, and support gender equality Durati Bekele is in Grade Six at a school in Ethiopia recently built using fair trade funds from selling fair trade coffee to markets around the world such as Trade Aid. Trade Aid / Social Accounts / 4 Trade Aid / Social Accounts / 5

4 A school girl from the CONACADO coffee co-operative / Gary Goodman, photo provided by Equal Exchange Trade Aid Importers Ltd history, background and purpose Trade Aid s beginnings can be traced to efforts to sell carpets handcrafted by Tibetan refugees that were vital to their survival. Following this, in 1973, a Christchurch group of people interested in the concept of trade as a practical form of aid set up the importing society specifically to trade with a range of partners in developing countries. Later, TAI was established as the trading company. Trade Aid Importers Ltd (referred to hereafter as TAI) is part of the Trade Aid Movement which includes 29 shops. TAI is a limited liability company, but all shares are owned by its parent, Trade Aid NZ Inc (TANZ), which is an incorporated society. The members of the Society, which includes the Trade Aid shops, elect trustees, who in turn appoint a Board which is responsible for governance of TAI. Contracts between the shops and TAI mean that the Board and the General Manager have input into the management of the shops, each of which is a separate charitable Trust. Although the shops have transitioned over time to employing paid managers, they are still governed and staffed largely by volunteers. As with the whole Trade Aid Movement, TAI has chosen to work towards its vision of a just world using fair trade as a tool. The common aim is to build just and sustainable communities through fair trade. Strategies for implementing this aim fall under three headings: partnership, change and sustainability. Partnership The basis of all our trading relationships is The basis of all Trade Aid s trading relationships is partnership. When selecting partners, priority is given to groups that meet the needs of the most disadvantaged, particularly women, and that have the potential to bring about economic and social change. Many Trade Aid partners offer additional benefits to producers such as savings and loan schemes, training in small business skills and a range of subjects designed to instil social and political awareness, adult literacy programmes and health schemes. All trading transactions are based on transparent and accountable practices, fair prices and terms of payment, and require producers to have safe workplaces, a responsible approach to the involvement of children in production, and to use raw materials and processes that have least impact on the environment. TAI s form of partnership is based on the ten principles of fair trade as accepted by the World Fair Trade Organisation. In 2012, TAI works directly with 62 trading partner organisations in Asia, Africa, Central and South America, the Middle East and the Pacific. These partners are a mixture of not-for-profit independent businesses, non-governmental organisations (NGOs), associations, or producers grouped in associations or co-operatives. Craft partners make up 40 of these groups, 21 are food groups and another is both a craft and food partner. Change Of equal importance in achieving the aim are strategies to create public awareness of the ways that unjust trading patterns impact on the poor in developing countries, based on TAI s trading experience, and to initiate debate that leads to policy changes. These strategies include communication through publications, the media and speaking engagements, lobbying and campaigning. Also very important is the appropriate presentation of information and ideas in the Trade Aid shops. Sustainability Central to the organisation s ability to engage in trading partnerships and to work for change, is the requirement that it be sustainable financially and institutionally, and that it maximises sales of partners products to assist them in turn to be sustainable. Today, in addition to sales through the network of 29 Trade Aid shops throughout Aotearoa/New Zealand, additional sales of food items are made through supermarkets, organic shops and other retail channels. TAI is New Zealand s largest importer of fair trade green coffee with over 60% of the coffee imported by TAI purchased on behalf of other importers under fair trade conditions. Sales for the financial year stand at $15.5 million wholesale, which represents purchases from partners of $12 million. Trade Aid shop retail sales were $6.9 million. In recognition of the fact that any profits at the end of the financial year are the result of joint efforts with partners, the TAI Board of Directors has followed a policy of returning any profits not required to fund growth back to partners in the form of a rebate. At the end of year provision has been made for a rebate of $100,000. Trade Aid / Social Accounts / 6 Trade Aid / Social Accounts / 7

5 Gyanu Maharjan, a tailor with Trade Aid partner, Mahaguthi, in Nepal. Why social accounts? The dual role of TAI as an organisation which engages in commercial trading activity to achieve development and education objectives has always provided a tension, which can be seen as very constructive, or alternatively as a risk requiring management. This tension manifests itself particularly in the choice of partners and the level of orders placed with partners whose products may not compete easily in the marketplace. Social Accounting and Auditing is seen as a way of ensuring that financial success does not become the only measure of the organisation s work and progress. It examines instead, performance against the objectives enshrined in the Charter: a document revised in 2004 and endorsed at Conference by representatives of TAI and the Trade Aid shops. This is the fifth set of Social Accounts, previous ones being completed in 2000, 2002, 2005, and The process was managed by the Development Committee, a subcommittee of the Trade Aid Board (see Appendix A). At all stages the Development Committee has been involved: drawing up the framework, reviewing the material produced, monitoring the process and addressing the issues arising out of the draft social accounts. The accounts were written by Michelia Ward, Marinda Matthew and Geoff White, with input and support from other TAI staff. Independent consultant Devasmita Sridhar conducted a focus group discussion with five partners in Delhi. The scope of the social accounts Social accounting is the process whereby an organisation can account for its social performance, report and improve that performance. It assesses the social impact and ethical behaviour of an organisation in relation to its aims and those of its stakeholders. The values and objectives of the organisation against which progress is measured are reflected in the Charter, a document which was approved in its current form by the whole Trade Aid Movement at its Conference in 2004 This is the fifth set of social accounts completed by TAI, with a combination of quantitative and qualitative measures of activity over the financial year ending June 2012, unless otherwise stated. For certain indicators it was deemed more useful to use several prior years of data to compare against current performance. All objectives under the headings of Partnership, Change, and Sustainability in the Charter, and all guiding principles are reported on. The indicators used to evaluate activities and practices are listed in the framework used for writing the accounts. The Guiding Principles are included in order to assess whether TAI staff and volunteers believe in and adhere to the values of the organisation. Stakeholders outside of, and across the Trade Aid Movement have been consulted. Stakeholders are defined at the beginning of each section and have been selected based on relevance to the particular indicator. Stakeholders have been consulted through electronic surveys and via a focus group discussion run in Delhi, India, by an independent consultant. Stakeholders responses are analysed and commented on in each relevant section of the accounts. Trade Aid / Social Accounts / 8 Trade Aid / Social Accounts / 9

6 Methodology Partner name Tara Projects Aspiration International Craft Promotion Organisation Association for Craft Producers Mahaguthi SIPA Location Delhi, India Delhi, India Delhi, India Nepal Nepal South India FOCUS GROUP DISCUSSION Selection of focus group discussion participants Six partners were invited to attend the focus group discussion for the purposes of these social accounts. The six partners were selected first and foremost based on geographical proximity to a location capable of hosting the participants. Delhi was selected as a centre with easy access for a number of partners who have not already participated in prior focus groups. This follows focus groups held Size Large Medium Small Large Large Medium Process for the day Devasmita Sridhar, a consultant based in Kolkata, who led the 2008 focus group discussion for Trade Aid social accounts was approached and accepted an invitation to facilitate the 2012 discussion in Delhi. A full day discussion was held at Tara Project s premises in Delhi, for which Devasmita formulated questions for the participants around the eight indicators set for Objective 1 of the social accounts framework. Participants comments were treated anonymously and Devasmita provided a report following the discussion. The report has not been used in its entirety in this document, but selected sections have been quoted verbatim from the original report. TAI STAFF AND TAI OFFICE AND WAREHOUSE VOLUNTEER SURVEYS Using the electronic survey tool, Survey Monkey, electronic surveys were issued to all TAI part-time and full-time staff (32 people). Hard copy surveys were given to those TAI office and warehouse volunteers who had been with TAI for a period longer than two months (7 people). All surveys were completed in July 2012, and were treated anonymously, with hard copy surveys returned in blank envelopes to team leaders, which were passed to the staff completing the analysis. The response rate was as follows: a) 28 out of 32 TAI staff responded (88%) b) 7 from 7 TAI volunteers responded (100%) in previous years in Bangladesh and Kolkata. With Delhi selected as a location, partners based within Delhi and those able to fly short distances into Delhi were selected for their diversity which included a range of different sized organisations, a selection of partners for whom TAI is a main customer versus a small customer, WFTO and non-wfto members. The following partners were selected as fitting the geographical and diversity criteria: The final group number included only five partners with Aspiration International unable to attend. Importance of TAI order to partner Small Large Large Small Small Small WFTO member Yes No No Yes Yes Yes PRODUCT DEVELOPMENT SURVEYS TO PARTNERS Using the electronic survey tool, Survey Monkey, electronic surveys were sent to TAI s 41 current craft partners, surveying the effectiveness of the communication from the craft team and the effectiveness of the product development programme in the financial year All surveys were anonymous. The full survey consisted of 20 questions, but was split into three sections, with some partners receiving only sections of the survey and some receiving the entire survey. The questions were not marked as compulsory and all respondents did not complete all questions. The surveys were broken down as follows: The Craft Team Survey, The Communication and Trend Survey and The Product Development Survey. Overview Surveys were sent to 41 partners, with responses from 32 partners. 78% response rate Craft team survey Sent to 7 partners, these partners were chosen to only do this part of the survey as due to the nature of their products we do not send them trend information or product development, or because they have limited written English skills for completing the survey. We received responses from 2 of our partners. 29% response rate This low rate of response has not been considered problematic for the results due to these partners being least involved with the product development programme as well as those least likely to fully understand the survey questions sent in English. More significantly, the questions covered in the Craft Team Survey are the same as the questions asked in the surveys listed below therefore giving a 78% response rate across all partners which is statistically significant. Communication and trends survey Sent to 25 partners, these partners were sent trend information during the past year. We received responses from 21 partners. 84% response rate Communication, trends and product development survey Sent to 9 partners, whom we had done product development with over the past year. We received 9 responses. 100% response rate Survey Questions The questions were designed to be answered in the following two ways: a) yes/no b) Or the following rating system: Not at all/ slightly/ moderately/ very/ extremely. In addition to this, respondents were encouraged to add any further comments, suggestions for improvement and feedback. EDUCATION (CHANGE SECTION) SURVEYS Analysis of the Change Objectives has been collated from quantitative and qualitative data from the following stakeholders: 1) Participants in Trade Aid education training workshops Education training workshops are held throughout New Zealand to equip Trade Aid Movement members to become effective presenters on behalf of Trade Aid. Participants completing these workshops are asked to return qualitative feedback through a simple questionnaire. Between 2009 and 2012, fourteen workshops were run for a total of 137 participants. The majority of participants responded with feedback. 2) Stakeholders surveyed in 2012: Online surveys, using the Survey Monkey tool, were conducted during July 2012 to evaluate the impact of Trade Aid education during the period 1 July 2011 through to 30 June Questions were designed to provide specific evaluation against key indicators in the Change section of the social accounts framework. Respondents were asked to select a response based on a four-point Likert scale (covering a low to high response). The selection of a four-point scale was chosen to ensure that definitive responses were given, rather than respondents being able to select a midpoint. This ensured the most useful responses would be elicited through the surveys and stronger data would be obtained. Respondents were also given the opportunity to add free text comments for all questions. Five separate online surveys were developed, with specific questions relating to each group surveyed, and relevant to their involvement and experience against the identified key indicators. a) Trade Aid lead educators (by shop) A lead educator is the person who oversees the responsibility of education for a particular shop and Trust. This survey was distributed to 28 lead educators (one was responsible for two shops education groups), and 23 responses were received (82% return rate). In some instances, the lead educator is also the shop manager. Where this occurred, the lead educators were asked to answer the survey from the perspective of lead educator, rather than shop manager. b) Trade Aid shop managers Each Trade Aid shop has an appointed manager. This survey was distributed to 29 shops and 25 responses were received (86% return rate). In some instances, the shop manager also acts as the lead educator for their shop. Where this occurred, shop managers were asked to answer the survey from the perspective of manager, rather than lead educator. c) Trade Aid Trust Chairs Each Trade Aid shop is governed by a Trust. This survey was distributed to 29 Trust Chairs and 19 responses were received. 66% response rate d) Trade Aid Education Tour members From 2007, TAI has organised an annual tour to visit various partners throughout the world. Any member of the Trade Aid Movement is invited to join these tours. This survey was distributed to all 60 previous education tour members from , whose contact details were available. 21 responses were received in total (35% return rate). Three individuals had been involved in more than one Education Tour, which explains the total number of responses at 21 rather than 24 as recorded against individual tours: tour members responded tour members responded tour members responded tour members responded tour members responded tour members responded e) Teachers (as users of Trade Aid educational resources) Primary and secondary teachers who had attended education events where Trade Aid was present and chose to register their contact details, and those teachers who requested educational resources through TAI s website ordering system were surveyed. This survey was distributed to 92 teachers. Eighteen responses were received. 20% response rate f) Anecdotal feedback from users of Trade Aid education initiatives Unsolicited comments are often received through the education office at TAI, and a selection of these have been included where appropriate, to illustrate the impact of certain education projects and initiatives. Trade Aid / Social Accounts / 10 Trade Aid / Social Accounts / 11

7 SUSTAINABILITY SECTION SURVEYS Surveying new and existing customers A large sample of 10,000 Trade Aid E-News subscribers names and addresses were used to capture information from Trade Aid customers. Trade Aid has a large and diverse group of customers and using this singular methodology through e-customers has its limitations. For example, the survey did not reach non-internet people; the list is captured over time in Trade Aid shops so does not include those who buy Trade Aid products elsewhere; and there may be some sample skew in favour of existing/devotees compared to new/casual customers. The survey aimed for wide breadth and shallow depth, using an online survey form driven by a Survey Monkey application containing ten questions. The response rate was approximately 8% with 765 responses obtained from an out to approximately 10,000 subscribers. Subsequent analysis was conducted on the number of new customers versus existing customers who responded. Using the date of first shopped at Trade Aid from 2000 or later, the new customers amounted to 359 out of 765 total responses. 47% response rate TAI Board member survey TAI has six Board members who were all surveyed electronically using Survey Monkey. The surveys were anonymous and consisted of three questions. 100% response rate GUIDING PRINCIPLE SURVEYS Environment Survey An electronic survey based around staff awareness of TAI environmental processes, and personal behaviour in relation to processes was sent to all TAI staff. Responses were anonymous. Questions were a mixture of multiple-choice and free text fields, with additional comments encouraged. Responses from 22 of 32 staff. 69% response rate Limitations in the social accounting process LIMITATIONS IN THE 2008 ACCOUNTS AND HOW THEY HAVE BEEN ADDRESSED 1. Timing of the process Although there was no pressure to complete the accounts in time for Conference this year, there was still a timing conflict for staff involved in both activities. Consideration could be given to writing the accounts at a different time altogether, or writing them in stages. The 2012 accounts were conducted a year later than originally intended, primarily due to the disruptive earthquake events of in Christchurch. The additional year provided the time and space to create the framework at the beginning of the financial year with input from the relevant staff members, thus reducing the work for the editor in collating data at the end of the financial year as staff already knew what the accounts were measuring and had been tracking the relevant data. This has meant that although still a large job, the social accounts were easily do-able within a reasonable timeframe. 2. Delays in the focus group reporting from Kolkata This led to pressure on the consultant writing the final partners stakeholder report, and possible repetition in other parts of the Partner section. More time should have been allowed for the process in India, particularly as finding a suitable consultant there proved so time-consuming. This year s focus group used the services of the same consultant from the 2008 focus group. Having this prior contact and respect for the consultant s work facilitated a very smooth focus group process, which occurred on time and all reports were received on time. 3. Vital readers survey Responses to the survey were not as high as anticipated because the magazine was not sent out at the expected time. All surveys issued for this year s accounts went out in a timely manner and response rates in general were high. Stakeholder selection It was intended to include the shop educators in Group A stakeholders: those closest to the organisation. However, due to a clerical oversight they had to be included in Group B. This system of classifying stakeholders was not used in this year s accounts. LIMITATIONS IN THE 2012 ACCOUNTS Framework TThe 2012 social accounts seek to measure TAI s progress against the Charter, not the progress of the whole Movement. However, the Charter is a Movement charter, which lists objectives relevant to all entities in the Trade Aid Movement. This causes issues when attempting to measure an organisation s progress against a charter not specific to its operations. To overcome this, a framework was created that bridged the gap between TAI work and the Charter. This framework is not as tight as ideally it would be, but all Charter objectives have been addressed to varying degrees. The Charter was not designed as a planning document and as a result the objectives do not line up easily with indicators to form a reporting/planning framework. In this way, some indicators are not directly linked to the objective, requiring instead an extra few links in the chain to achieve the objective. An example of this is the objective To assist producers to move from poverty to selfreliance, which is the outcome we hope to achieve from all of TAI s work. Due to this, indicators have been selected from one small part of TAI s work, product development, which we believe if successful, will lead indirectly to achieving the Charter objective. A review of the Trade Aid Movement s Charter is currently underway and is expected to be completed by late Considerations around social accounting processes will form part of the review discussion. Partnership section The partner voice in Objective 1 is minimal. Compared to the 2008 accounts where a survey and focus group discussion was held, this year s partnership section includes feedback from a small sample of five partners from across India and Nepal. A sample as large as that in the 2008 accounts was not considered necessary, however, the original focus group invitation went to six partners, from which only five could attend. Change section The change objectives are focused around the delivery of education to the New Zealand public (increasing awareness, campaigning and promoting). However, the TAI education role has limited contact with the public (with the exception of teachers) instead resourcing and supporting Trade Aid educators to engage with the public. Given that these accounts are based around the work of TAI staff, the indicators are missing any information that would assess how successful TAI has been at increasing awareness, campaigning and promoting in terms of the public result. The indicators instead assess how well the educators have been resourced and supported. For readers looking at the social accounts against the Trade Aid Charter, this will appear to be a large limitation. Efforts were made in 2008 to get educators to survey their audiences and receive feedback on the aims of their presentation. From thirty education groups, only one set of feedback was received in 2008, and the exercise was not repeated in Trade Aid / Social Accounts / 12 Trade Aid / Social Accounts / 13

8 Meseret Mulvneh (left) and Derbitu Kebede from the Negele Gorbitu Co-operative in Ethiopia. Trade Aid / Social Accounts / 14 Trade Aid / Social Accounts / 15

9 Trade Aid Importers Social Accounting Framework Partnership section 1. To engage in effective trading partnerships according to fair trade principles. TAI s social accounting framework identifies each Charter objective as a project. In order to evaluate the result of the project, TAI looks to how the results were used and by whom the users in most cases being our partners, educators, TAI staff and volunteers. Indicators for each objective have been created based around the experience of the users of the project, which if achieved, would indicate that the project was successful. The indicators thus form the basis of the information collected and analysed here in each section of the social accounts. High levels of understanding of, and processes to facilitate, fair trade principles in trade. TAI and partners implement fair trade principles. The benefits associated with each project are only indirectly impacted by the project. This is because there are many other reasons for why the benefit may or may not occur. Therefore, these accounts do not seek to evaluate the work of TAI by whether the benefit has been achieved, instead making the assumption that if the project is a success for the users that it will successfully contribute towards creating the intended benefit. Increased opportunities for improving the wellbeing and livelihoods of producers. 3. To assist producers to move from poverty to selfreliance. 3.1 Trade Aid partners feel informed about all relevant aspects of the purchasing process and feel able to dialogue and request feedback in areas affecting them. 3.2 Communication with partners is respectful, open and encourages collaboration. Product design and market information is available to producers through Trade Aid partners. Through Trade Aid partners, producers are able to use the information to increase their effectiveness and marketability in their production activities. 3.3 Trade Aid partners are aware of current product trends in the New Zealand market. 3.4 Trade Aid partners find provided trend information useful and implement this information in developing new products. 3.5 Trade Aid partners find provided product designs helpful in developing new ranges to offer to buyers. More reliable and consistent income leading to greater self-reliance for producers. 3.6 Trade Aid partners find designs and trends provided relevant to their core skill base and available materials. 3.7 Trade Aid partners order levels are maintained. (Data). 3.8 Trade Aid partners and product areas targeted through a product category analysis, result in increased sales through Trade Aid stores. (Data). 1.1 Trade Aid partners feel informed about Trade Aid processes and feel able to request information in areas affecting them. (Partner survey; feedback). 1.2 Trade Aid partners experience long-term sustained commitment from TAI, trusting and respectful interaction, and feel that the trading partnership puts the wellbeing of their producers first and foremost. (Partner survey; data; feedback). 2. To choose trading partners who work with the most disadvantaged producers. 1.3 Prices are mutually agreed and appropriate for the costs incurred by both TAI and its partners (methodology). TAI is respectful in its handling of price negotiation processes. (Partner survey). 1.4 Staff, volunteers and producers are of an appropriate minimum age and work in safe, healthy environments, of their own free will. (TAI and partner survey; visit report data; TAI employment records). 1.5 No staff, volunteers or producers feel discriminated against for any reasons. (TAI and partner survey). 1.6 Increased technological or professional development capacity for partners and producers as a direct result of the trading relationship. (Partner survey; capacity building reports). Prioritisation of activities towards partners working with most disadvantaged producers. Priority partners are supported by TAI activities to maintain production for the most disadvantaged producers. 1.7 Awareness of trade injustice and promotion of fair trade happens as part of TAI core business (Refer: change section evaluation, Educators are actively engaging in, and successfully presenting Trade Aid information to the public ). 1.8 The environment is respected and protected in trading processes by TAI and its partners. (Partner survey; correspondence; visit report data; refer: guiding principles evaluation). Poverty reduction for the most disadvantaged producers. Change section 4. To train and support educators to increase awareness of trading injustice and its impact on TA s trading partners, to promote fair trade as a positive alternative and to campaign for change to unjust trading systems. 4.1 The Trade Aid Movement feels confident in communicating Trade Aid s key messages to the public (promotions, in-store, presentations). (Survey, data, feedback forms). 4.2 Educators are part of well-functioning committees with a supportive shop manager and Trust Chair. (Survey). A comprehensive wellresourced education programme, accessible and relevant to the diverse needs of Trade Aid educators and teachers. Trade Aid educators and teachers are well supported and knowledgeable, and are able to present relevant and appropriate information to a variety of audiences. 4.3 Educators actively engage in, and successfully present Trade Aid information to the public. (Data, feedback forms). 4.4 Up-to-date, relevant information is accessible to users of TAI information (online, in-store, internal database). (Survey, data, feedback forms). 4.5 Trade Aid educators plan the delivery of their activities around the change objectives which target different types of learning. (Survey, data). Increased understanding by the public of trade injustice, fair trade alternatives and awareness of actions that lead to change. 4.6 Education (for internal and external purposes) is viewed as important by all Trade Aid shops and Trusts. (Survey). 4.7 Teachers seek Trade Aid resources for use within lessons as a high quality valuable resource. (Data, feedback forms). 2.1 TAI staff are aware of the list of Partners for Purchasing Support so that they receive additional effort and priority. (Staff survey). 2.2 Partners for Purchasing Support order levels are maintained wherever possible at a steady level. (Data). 2.3 Partners for Purchasing Support receive additional marketing and promotion support. (Data). Trade Aid / Social Accounts / 16 Trade Aid / Social Accounts / 17

10 Sustainability section Guiding principles 5. To maximise the sales of fair trade product. Increased market share. For new customers to engage in fair trade and for existing customers to be supported to maximise sales. Increased production by producers. 7. To behave in a way that is consistent with our guiding principles. An accessible, supportive, respectful and participatory organisation. Positive engagement with TAI by a variety of stakeholders. TAI is a strong values driven organisation able to perform at a high level to achieve its goals and objectives. 5.1 Increase in Trade Aid product placement and Trade Aid stories in the media. (Data: media clippings). 5.2 Increased sales compared with the previous sales period. (Data: sales figures for the period compared to previous period, survey: determine link between new customers and promotional activity). 5.3 Increase in new customers. (Data: number of new customers). 5.4 Increased sales to existing customers. (Data: sales figures). 5.5 New and existing customers feel positive about Trade Aid products. (Data: number of new products offered to the market, product designs revitalised/ new, survey: customer positivity level). 7.1 Trade Aid partners feel their aspirations are respected and supported. (Partner survey). 7.2 TAI staff and volunteers are provided opportunities to understand the development environment they work in and the issues facing Trade Aid s partners. (TAI survey, data). 7.3 TAI staff and volunteers work in safe and healthy workplaces; feel respected, valued and are encouraged to participate in creating a strong Movement. (TAI survey). 7.4 The staff and volunteers of TAI experience TAI to be inclusive of Treaty, environment and gender principles. (TAI survey, data). 6. To trade in such a way that the Trade Aid Movement and its partners are financially sustainable. An effective and efficient trading programme. Engagement by TAI staff and partners in an effective and efficient trading relationship. Ongoing sustainable income for producers from a profitable trading relationship. 6.1 Governance oversight effectively monitors operational activity. (Board survey). 6.2 Continuous improvement in efficiency and effectiveness. (TAI survey: Data: effectiveness of improvement initiatives undertaken). 6.3 Profitability of TAI and Trade Aid shops. (Data: number of profitable shops, shop debt as % of expenses; profitability of TAI). 6.4 Trade Aid partners enjoy financial initiatives that help with their financial position, including rebates, prepayments, regularity of value and placement of orders. (Data: value and regularity of orders, value of rebates, value of prepayments). Trade Aid / Social Accounts / 18 Trade Aid / Social Accounts / 19