Report on:

Assessment of Skills and Knowledge Gap of

Resource Persons in the Ethiopian Textile Industry
Development Institute (ETIDI)
(in areas of energy, chemical management, waste management,
water efficiency, raw material use and overall sustainability
management)

Client:
Gesellschaft
fürInternationaleZusammenarbeit (GIZ)
GmbH
Sustainable Industrial Cluster (SIC)

Consulting Company:
ZELS Management Consulting Plc
Address: Yeka Sub City, W.13, H.No. B 006/09,
Addis Ababa, Ethiopia
Tel: 0911844670 / 0944054448, e-mail: zelsplc@gmail.com

1
May, 2021
Contents

List of Tables, Figures & Acronyms................................................................................................4

1. Introduction and Background to Project Theme..................................................................... 6
1.1. Overall National Picture ................................................................................................... 6
1.2. Sector Overview ................................................................................................................ 6
1.3. Strategic Relevance of Resource Efficiency & Cleaner Production (RECP) ........................ 7
1.4. Environmental Sustainability- A case of Ethiopian Textile Industry ................................ 9
2. Project Overview ..................................................................................................................... 11
2.1. Project Objectives ............................................................................................................ 11
2.2. Key Activities.................................................................................................................... 12
2.3. Background to the Assessment of Capacity Gaps Intervention ....................................... 13
3. Methodology ........................................................................................................................... 14
3.1. Assessment Approach ...................................................................................................... 14
3.2. Methodological Design (Capacity Assessment Framework) ............................................ 16
3.3. Data Collection Methodology and Tool............................................................................ 17
3.4. Quality Control & Assurance ............................................................................................22
4. Analysis & Discussion on Major Findings................................................................................ 23
4.1. Strategy Development & Deployment ...........................................................................24
4.2. Knowledge Management (KM) .......................................................................................29
4.3. Assessment on Individual Capacity Gaps........................................................................ 32
4.4. Social Compliance & Sustainability ................................................................................40
5. Capacity Development Plan ................................................................................................... 41
5.1. Review of Capacity Development Related Activities at ETIDI ......................................... 41
5.2. Proposed Capacity DevelopmentEnablers .......................................................................42
5.3. Proposed Capacity Development (Skills & Knowledge Enhancement) ............................44
6. References ...............................................................................................................................46
7. Appendix .................................................................................................................................48

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Executive Summary
This report is prepared as part of the assignment by GIZ, as part of implementing the
Sustainable Industrial Cluster (SIC) program in Ethiopia. The major objective is to assess the
capacity of ETIDI professionals in contributing to environmental and overall sustainability of
the textile and apparel sector. This includes, assessing the existing capacity gaps, and
recommend possible strategies/plans to upgrade ETIDI’s capacity, so as to effectively improve
the overall sustainability of the sector. The resource areas focused by the study are: Chemical
management, water management, energy management, material management & waste
management. Aspects/ major areas of the organization assessed includes: strategy
development & deployment, Knowledge Management, Team Performance & Individual capacity

Key experts in the project:

1. TesfayeChalchisa (MSc):Environnemental Science Expert

2. Samuel Embiza (PhD): Organizational Psychology & Performance Monitoring
Expert
3. OliyadEbba (MSc): Textile Engineer
4. Matias Taye (MSc): Team Leader & Industrial Operations Improvement Expert

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List of Tables, Figures & Acronyms

List of Tables
Table 1: Contribution of the textile sector to national economy
Table 2: Share of the textile sub-sector in the manufacturing sector
Table 3 Main categories of NTM-related trade obstacles affecting Ethiopian exports (ITC NTM Business
Survey in Ethiopia, 2018)
Table 4: Annual resource savings for 5 textile companies
Table 5: Assessment Result of Chemical & Waste Management Practices
Table 6: Overall project implementation plan
Table 7: Correlation of capacity assessment framework & questionnaires
Table 8: Focus groups, sampling and motivations
Table 9: Set of questionnaires for the study
Table 10: Quality assurance strategies at different phases
Table 11: Capacity gap rating scale & description
Table 12: Summary of secondary data assessment on strategy development &deployment
Table 13: Capacity Development Plan (Knowledge & Skills)
Table 14: List of Energy Audit Equipments

List of Figures
Figure 1: Gap assessment steps
Figure 2: Major steps of project execution
Figure 3: Developed capacity assessment framework
Figure 4: Gaps in Strategy Development & Deployment
Figure 5: Gaps in HR Capacity VS Demanded (Source: HR department)
Figure 6: Gaps in Strategic Alignment of Knowledge Management
Figure 7: Knowledge Infrastructure Capability Gaps
Figure 8: Knowledge Process Capability Gaps
Figure 9: Research Competence Gaps
Figure 10: Consultancy/ Technical Support Gaps
Figure 11: Training Skill Gaps
Figure 12: Generic Skill Gaps
Figure 13: Specialized Knowledge & Skill Gaps (Chemical Management)
Figure 14: Specialized Knowledge & Skill Gaps (Energy Management)
Figure 15: Specialized Knowledge & Skill Gaps (Water Management)
Figure 16: Specialized Knowledge & Skill Gaps (Waste Management)
Figure 17: Specialized Knowledge & Skill Gaps (Material Management)
Figure 18: Gaps on Team Performance
Figure 19: Proposed Organizational Setup

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List of Acronyms
CRGE- Climate Resileince Green Economy
EMS-Environmental Management System
ETIDI: Ethiopian Textile Development Institute
GHG- Green House gases
GIZ: Gesellschaft fürInternationaleZusammenarbeit (GIZ) GmbH
GTP: Growth & Transformation Plan
GVP: Gross Value Production
KM: Knowledge Management
MCF: Mc Kinsey Capacity Framework
MoTI : Ministry of Trade and Industry
RECP: Resource Efficiency & Cleaner Production
SIC: Sustainable Industrial Cluster

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1. Introduction and Background to Project Theme

1.1. Overall National Picture

The industrial development plan (IDP) document of Ethiopia released in 2015 outlines the
vision for the manufacturing sector as: “Building an industrial sector with the highest
manufacturing capability in Africa which is diversified, globally competitive, environmentally-
friendly, and capable of significantly improving the living standards of the Ethiopian people by
the year 2025”. The IDP is aimed at increasing the share of the industry sector from the current
13% to 27% of the GDP by 2025, and also increasing the share of the manufacturing sector in
the export mix from the current 4% to 17%.It is clearly outlined on the strategic plan of the 2nd
Growth and Transformation Plan of Ethiopia (GTPII) that one of the main objectives of the
Industrial Development and Structural Transformation in this period (2016- 2019/20) will be to
enable the manufacturing sector grow substantially so that it plays a rudimental role in the
country’s export mix and consequently account for the trade imbalance (9).

The GTPII plan also clearly asserts that the current performance of the manufacturing sector is
at a lower level in comparison to its potential capacity. The potential strategic pillars of
improvement to account for the gap in the capability of the manufacturing sector are:
improving quality, productivity and competitiveness. The other area of emphasis by the GTPII
plan is to make the economy become green and climate resilient. This is planned to be done in
alignment with the post -2015 sustainable development goals, with an integrated approach
and in alignment with the manufacturing sector’s climate resilience strategy (9).

1.2. Sector Overview

Globally, the clothing industry accounts for a combined global turnover of 1.13 trillion EUR and
employs more than 300 million people throughout the entire value chain. In the last 15 years,
clothing production is seen to have doubled and is estimated that the demand for textile fibers
is expected to increase by 84% in the next 20 years (7).To account for the aforementioned
growing demand for fibers, the global textile production is also expected to continues to grow.
In the year 2017, 99 million tons were produced globally, growing at a rate of approximately 2.5
% per year. This trend depicts that production is expected to reach between 130 and 145
million metric tons by 2025 (3).

The textile and garment industry is the number one priority sector by Ethiopia’s industrial
development policy due to the high amount of easily trainable abundant available workforce at
very competitive costs and good climatic and soil conditions for cotton development. The overall
contribution of the sector to the national economy over the past five years is presented below.

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Table 1: Contribution of the textile sector to national economy

2008 E.C. 2009 E.C. 2010 E.C. 2011 E.C. 2012 E.C.

Export in Million USD 77.9 89.3 109 153.5 171.7

GVP (in Million USD) 503 532 603 584 605

Job created (‘000) 88 105 120 127 132

Source: ETIDI

The percentage share of the textile sector in reference to the total export, overall
manufacturing jobs created and the gross value production (GVP) of the manufacturing sector
are presented in the table below.

Table 2: Share of the textile sub-sector in the manufacturing sector

2008 E.C. 2009 E.C. 2010 E.C. 2011 E.C. 2012 E.C.

Export Share

Share of textile & garment from 3 3 4 4 6

total export revenue (%)

Share of textile & garment from 23 22 24 34 47

manufacturing export revenue
(%)

Job Opportunity Creation

Share of textile & garment from 15.3 15.2 18 21.2 25.1

manufacturing jobs (%)

Gross Value Production (GVP)

Share of textile & garment from 6.22 6.19 6.54 6.92 7.32
manufacturing GVP (%)

Source: ETIDI

1.3. Strategic Relevance of Resource Efficiency & Cleaner Production (RECP)

The textile processing uses large amounts of electricity, fuel, chemicals and water. Following
the production process, variety of pollutants such as wastewater, solid wastes, emissions to air
and noise pollution are generated from different stages of production. However, the main
environmental concern in the textile industry is about the amount of wastewater discharged
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and the chemical load it carries (20). The sludge generated from the effluent treatment plant
has now become burning issues due to its increasing in volume and its characteristic nature is
not well identified.

A 2017 report by Global Fashion Agenda (GFA), estimated the EU's environmental footprint
caused by the consumption of textiles at 4 to 6 %. Going into more detail, the 2017 Pulse of the
Fashion Industry report, put together by GFA and the Boston Consulting Group, estimated that
in 2015, the global textiles and clothing industry was responsible for the consumption of 79
billion cubic meters of water, 1 715 million tons of CO2 emissions and 92 million tons of waste.
It also estimated that by 2030, under a business-as-usual scenario, these numbers would
increase by at least 50 %. (19).

From industrial sustainability point of view, the industries of today are hugely expected to be
part of and actively contributing to, a socially, environmentally and economically sustainable
planet. According to (15), this is even stressed well by putting a milestone demanding industrial
systems to enable themselves double their output capability, by using only 50% of their current
resource utilization and generating only 20% of the current CO2 emission by 2050.
Consequently, this is demanding companies to integrate sustainability strategies into the
operating frameworks, as well as their corporate governance so as to make the sustainability
agenda be an integral part of their business decision making. (6& 15)

Moreover, studies on European retailers (major export destination for textile& garment products)
show that the proportion of sales of sustainable products from the total has been on the rise
with an average yearly increase of 2% and reaching almost to 60% in the year 2017 (14).In line
with this, 92% of the retailers expect sustainable product sales to increase in the next five
years. And to align with this trend and sustain business, retailers are moving towards
implementing and being certified for sustainability standards (ibid). Another study conducted
on the global textile product consumers of 60 countries also depict a growing trend in the
demand for sustainably produced products and 68% are even willing to pay extra for
sustainably produced textile goods (ibid).

In this regard, the lack of compliance, in the case of Ethiopia, has been shown to hinder not
only access to international buyers, which impedes economic growth, but also, the creation of
job opportunities and severe environmental risks to the country ().Consequently, strategies
such as resource efficiency (RE) and circular production (CP)have taken the center stage so as
to enable organizations accelerate growth, enhance competitiveness and mitigate risk (17).
Some of the driving forces include:

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  Combating climate change: need to reduce the sector’s environmental impact and
resource use
 Resource or raw materials becoming scarce: water shortages, increase cost of
chemicals and electricity could lead to increased raw materials
 National or international environmental and social regulations /standards becoming
stringent.
 Increased social awareness on impact of environmental pollution
 Implementation of RECP improves resource utilization and hence reduces production
cost which will in turn maximize profit margin
 International buyers and end customers are highly concerned with RECP and
compliance issues entailing a massive business opportunity.

Consequently, the textile sector in Ethiopia is expected to do a lot with regards to close the
gaps with respect to environmental and resource efficiency benchmarks on water, energy,
chemical, waste and material management. For this, lack of necessary capacity to guide and
advise factories on improving their environmental and social compliance is evident.

1.4. Environmental Sustainability- A case of Ethiopian Textile Industry

The Ethiopian textile sector involves multi stakeholders from policy makers, regulatory bodies,
research and development institutes, sector initiatives, development partners and private
companies to ensure the environmental sustainability that is relevant to realizing the export
goals.

A survey conducted by ITC in 2018 on the non-tariff measures (NTMs) impacting national
exports outlines that 91% of textile factories included in the survey claim they have been
affected by burdensome NTMs while exporting (18). The main categories and specific NTMs
are summarized in the following table.

Table 3 Main categories of NTM-related trade obstacles affecting Ethiopian exports (ITC NTM Business
Survey in Ethiopia, 2018)

Classification of NTM NTMs Measure Name

Conformity assessments
Conformity assessment procedures
Technical measures Quarantine
Tolerance limits
Technical requirements Product identity, quality
performance
Product identity, quality
Private standards Private standards performance

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 Conformity assessments
Export inspection/ certification
Export-related Technical export required by the exporting
measures requirements country

According to this study, one of the main interventions suggested, relevant to the scope of this
project is to spread knowledge of standards and regulations, which producers should integrate
into their operating systems such as production plans and performance management. In
addition, capacity building is presented as a key to the achievement of international
accreditation of procedures related to conformity assessment. Technical assistance is
necessary to implement recommendations as most of regulations perceived as burdensome
are issued by partner countries or related to private standards.

In this regard, the government and development partners have taken different initiatives to
improve the environmental sustainability of Ethiopian textile sector.

However, the sector is facing challenges, both in terms of commercial and environmental
sustainability. Low level of compliance sustainability requirements is one of the hurdles for
exports for Ethiopian textile and garment (23). Moreover, consumers, through the market
mechanism and via global retailers who monitor compliance, are exerting pressure on factories
to comply with environmental standards (21). According to Ethiopia textile and clothing value
chain roadmap (2016-2020), lack of environmental and social responsibility is one of the
factors that hinder Ethiopian textile and clothing to compete for international market.

An assessment conducted by ITC in 2019 for 5 textile factories in Ethiopia can also be regarded
as one of the evidences for inefficient uses for resources for textile production, substantiating
the need for interventions in the area of RE. Table 4 below shows a summary of the annual
resource saving opportunities identified by the project/assessment.

Table 4: Annual resource savings for 5 textile companies

Company name Water (m3) Electricity Fuel (L) Chemicals (Kg)

(KWH)
Company 1 28,686 2,579,963 - -
Company 2 25,060 - 184,975(LFO) -
Company 3 39,474 4,318,891 - 14,021
Company 4 14, 717 2,826,010 - 28,000
Company 5 10,127 1,925 m3 wood -

Similarly, an assessment of chemical and waste management system/practices by using Best

Management Practice (BMPs) showed a significant gap in environmental performances as
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shown in table below

Table 5: Assessment Result of Chemical & Waste Management Practices

Description Scores based on BMPs Questionnaires (%)

Company Company Company Company Company
1 2 3 4 5
Chemical management 37.5 30.0 46.4 39.0 19.5
system/practices

Waste management 35.7 33.3 46.1 58.3 25

practices

It is with this motive that assessment of the capacity of ETIDI and proposing appropriate
strategies, interventions, plans and systems becomes rudimental so as to support the sector in
a sustainable manner.

2. Project Overview

GIZ, on behalf of BMZ, is implementing the Sustainable Industrial Cluster (SIC) program in
Ethiopia. This five-year project aims to:
 Increase job-effective growth and the social and environmental sustainability of
Ethiopia’s textile and garment industry by ensuring better working conditions for
workers;
 Improve Park management in four industrial parks;
 Increase the sustainability on industrial park and company level;
 Develop institutional frameworks for environmental sustainability; and
 Strengthen the capacities of local companies for vertical integration.

2.1. Project Objectives

The Ethiopian Textile Industry Development Institute (ETIDI) is established under Ministry of
Trade and Industry (MoTI) to provide necessary support and services to the textile industry in
investment promotion and facilitation, production capacity building, marketing capacity
building, policy initiation and implementation for cotton, textile and garment industry that
ensure to customer and stake holder need and expectation. As part of this work, ETIDI is
working in the areas of environmental protection and pollution control, resource efficiency and

11
cleaner production, energy efficiency and GHG emission, chemical management system and
occupational safety and health to ensure environmental sustainability.

The general objective of the assignment is to assess the capacity of ETIDI professionals in
contributing to environmental and overall sustainability of the textile and apparel sector. This
includes: assess existing capacity gaps, and recommend possible strategies to upgrade ETIDI’s
capacity so as to effectively improve the overall sustainability of the sector. The specific focus
areas are: Energy, Chemical management, Waste management, Water efficiency, Raw material
use and overall sustainability management.

The specific objectives of the assignment and specific focuses include:

Specific Objective 1: Review the organization strategic plan

Specific Objective 2: Develop appropriate capacity need assessment design and tools
Specific Objective 3: Identify the capacity gaps and prioritize the capacity building needs
and develop capacity building plan
Specific Objective 4: Assess the institute’s capacity in knowledge management

2.2. Key Activities

The key activities that are undertaken by this assignment include.

 Develop capacity need assessment design and tools to assess existing capacity,
possible future capacity, estimated gaps and possible strategies
 Review the organization strategic plan, assess HR metrics, review job descriptions and
technical directorates plans, conduct the sector needs and other relevant reports
 Conduct the skills and knowledge gaps the technical experts of the institute in the areas
of Energy, Chemical management, Waste management, Water efficiency, Raw material
use and overall sustainable management while delivering activities in line with the
sector needs.
 Assess the institute’s capacity in knowledge management
 Identify the capacity gaps and prioritize the capacity building needs
 Develop capacity building plan based on findings from the assessment
 Identify training needed in the areas Energy, Chemical management, Waste
management, Water efficiency, raw material use and overall sustainable management
specific to individuals, which includes types of training needed, training mode, budget
required (cost and time estimates), potential training providers (local or international),
and expected outcomes
 Meet with ETIDI Management team at every step of the assessment

12
The overall project implementation plan is presented below. It is to be noted that some delay
has been experienced and the reasons include:
 There was request from ETIDI for overall program objectives and its scope
 On boarding all the directorates took longer than expected
 There were a number of public holidays which made access to some respondents take
more time

Table 6: Overall project implementation plan

Timeline
April May
No Topics Covered & Activities W1 W2 W3 W4 W1 W2 W3 W4

1 Debriefing with ETIDI and SIC team

2 Planning &Desk review

3 Inception report

4 Data collection and analysis

5 Preparation of draft consolidated report

6 Verification & Validation of findings

7 Preparation of final consolidated report and

presentation to ETIDI management team and
SIC team (Virtually or in person)

2.3. Background to the Assessment of Capacity Gaps Intervention

Although “capacity” and “capacity building” are common terms in almost all development
literature, the underlying concepts remain poorly understood, often expressed merely in terms
of training and enhancing the technical skills of individuals. Capacity entails much more than
the sum of individual skills; true capacity building incorporates individual skills enhancement in
a holistic system of structural and procedural improvements and feedback. Capacity
development, on the other hand, can be described as an externally or internally initiated
processes designed to help individuals and groups to appreciate and manage their changing
circumstances and to enhance their abilities to identify and meet development challenges in a
sustainable manner (2). Some literatures present capacity development to include
developments in awareness, understanding, skills, attitudes/aspirations, technology &
availability of resources.

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Some of the motivations for conducting capacity assessment include:
 Support strategy formulation
 Contribute to the detailed design of capacity-intervention strategies
 Enhance monitoring and evaluation
 Promote institutional learning and empowerment&
 Advocate for reform and transformation

3. Methodology
In all our consultancy and capacity building packages we deliver at ZELS, we follow a general
framework called the ‘ZELS Way’. This is a method designed by our company to enable
sustainable outcomes in all our services/ interventions.

The rationale behind the ‘ZELS Way’ is that for any operation to thrive there is a need for
deeper philosophies (principles) as to why the operation needs to exist in the first place. These
philosophies (principles) shall then be instilled in the major enablers (leadership, strategy,
operations, people, partners & resources). Then, successful deployment of a strategy,
incorporating the enablers, can be ensured by aligning the enablers with one another, through
monitoring & measuring the overall performance continuously using appropriate performance
indicators and thus taking necessary improvements. Last but not least, the relentless practice
of the above by an operation shall be complemented by culture building which cements
sustained overall performance, through behavioral transformations.

3.1. Assessment Approach

In conducting the assessment, a very thorough and elaborate six step process has been
followed. The overarching goal of the consultancy influenced the choice of the methodology
and methods and also conducted in a way the first step informs and feed the next step. The
following figure provides the step process.

14
 Literature Asessment
& best questitioniare
practice design and Consolidation
review development asessment

Initial
Conceptualization asessment Verificatio
through inception n
report

Figure 2: Gap assessment steps

Literature review: The initial step in the gap and need assessment has been literature and best
practice review. In this regard various publications from different sources have been gathered
and reviewed. Particularly with respect to best practices, international practices and Ethiopian
cases have been reviewed.

Conceptualization: The results acquired from the literature review and the best practices
review have been analyzed and then a conceptual framework has been developed to guide the
questionnaire development process as well as the design and implementations of the
intervention in all the major components (for instance: skills training and system
enhancement).

Questionnaire design and development: A structured questionnaire and secondary data

collection logic has been developed to help the data collection on the challenges, gaps,
problems and thus the needs of the ETIDI in areas of the specific objectives of the project.

Initial assessment: This assessment has been conducted by meeting the management staff &
heads of directorates for overall briefing on the SIS program, the capacity assessment project,
mutual expectations and the ways forward. Then, briefing sessions were conducted on the
questionnaires for each level of the organization up to individual experts followed by
distribution of questionnaires. Afterwards, repeated follow- ups were conducted so as to
enable/support data collection.

Consolidation assessment: Based on the gaps identified by the initial analysis of the collected
data and information, a consolidation assessment followed.

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Verifications: After the initial analysis and preparing first level findings, summary report
verification will be done with the objective of ensuring that the recommended interventions
forwarded by Key Experts are consistent with the interest and capacities of ETIDI& GIZ.

The following figure summarizes the major steps depicting the project execution and detail
aspects/activities within each step.

Figure 2: Major steps of project execution

3.2. Methodological Design (Capacity Assessment Framework)

For this project, the methodological approaches and associated possible tools to be deployed
are presented in accordance with each major specific objective as follows.

Due comparison on twelve different capacity assessment frameworks revealed that the Mc
Kinsey capacity framework (MCF), proposed in 2017 is comprehensive in its coverage of
aspects of capacity enablers (8). In this regard, the MCF proposes Culture, Strategy, Structure,
Skills, Human Capital & Accountability as major drivers for improved organizational
performance. The 7S organizational capacity assessment tool, on the other hand, emphasizes
on Strategy, Structure, System, Style, Staff, Skills & Shared Values. A combination of these
models has been used as an inspiration in formulating the capacity assessment framework and

16
the dimensions utilized in this study. The schematic of the proposed model is presented below
and the intention is to assess the capacity gaps with respect to organizational enabling
environment and culture, as well as, at a team and individual levels.

Figure 4: Developed capacity assessment framework

3.3. Data Collection Methodology and Tool

3.3.1. Primary Data Collection

The different aspects of the capacity assessment framework are reflected up on the selected
focus and design of the questionnaires in the study. The following table presents what aspects
are embedded in the set of questionnaires.

Table 7: Correlation of capacity assessment framework & questionnaires

Aspects of Capacity Assessment Framework

Focus of Strategy Structure System Style Shared Staff

Questionnaires values

Strategic Planning &

* * * * *
Management

17
Knowledge
* * * * *
Management

Team Performance * * * * * *

Soft Skills *

Generic Skills *

Specialized Skills *

The design of the questionnaires have taken into account international best practices, skill sets
and standard questions/templates used for assessing the different performance aspects of an
organization, specialized expertise area and individual skills. For instance, best practices for
technical competence requirements and soft skills needed for successfully handling the major
services delivered by ETIDI’s professionals (i.e. research, training, consulting/ provision of
technical support) have been consulted. Moreover, for assessments focusing on strategic
management, knowledge management and team performance assessment approached and
questionnaire templates from well known international consultants (such as: Mc Kinsery &
Delloite) for the respective areas have also been utilized.

In collecting the primary data, relevant target groups have been identified and purposive
sampling technique has been applied taking into account the organizational structure,
mandates of departments/ teams, size of the organization and job descriptions of key experts
in the area of resource efficiency. In this regard, the recommendations of the management
staff of ETIDI as well as the prior working experience of the consultants assigned in this
assignment has also been taken into account (see the table below). In the data collection, for
departments having few numbers of staffs, all the experts were involved in assessment where
as 50% of the populations were assessed for large size groups. The following table summarizes
the overall approach used. Focused group interviews and field observations have also been
implemented so as to incorporate the full picture of aspects that may not be captures with the
questionnaires.

Table 8: Focus groups, sampling and motivations

# Issues Directorates/teams involved Number of Reason/justification for

assessed respondents involvement

1 Strategic  Top management 2 Strategic issues are concerned

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 Planning with top management
&Management
 Planning, monitoring and 1 The directorates involve in
evaluation strategy planning and
deployment

 Selected directorates 5 These directorates are

concerned with RECP supposed to support the
companies on resources
utilization and waste
management

2 Knowledge  Human Resource 2 Concerned with capacity

Management management and building and knowledge
administration management

 Technology transfer 1 Concerned with technology

transfer

3 Team  All the 6 directorates 6 Team performance is expected

performance concerned with RECP at all directorates

4 Energy  Engineering service/Energy 4 Mandated to support on

management team energy management or
efficiency

5 Chemical  Research and Testing 6 Works on all environmental

management laboratory- environmental aspects including managing
and chemical teams chemicals

Chemical lab is conducting

chemical purity test

 Finishing Industry 8 Chemicals are used at the

development textile wet processing

6 Water  Research and Testing 2 Water management is one of

management laboratory (environmental the environmental aspects
teams)

 Finishing Industry 8 Huge amount of water used at

development wet textile processing

 Engineering 6 the directorate may be

service/engineering team concerned with water
treatment process and
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 maintenance

7 Material  All the 4-line directorates 32 Raw materials are utilized at

management across the textile value chain each stage of textile value
chain (50% of population
engaged as respondents)

8 Waste  Research and Testing 2 This team is mandated to

management laboratory (environmental waste management
team)

 Engineering 6 The team is responsible for

service/engineering team designing including ETP

The following table presents the questionnaire design considerations such as focus, motivation, main
aspects assessed and the total number of questions. The complete set of questionnaires utilized can
be found in the appendix section below.

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Table 9: Set of questionnaires for the study
No. Questionnaire Motivation Major Aspects Assessed Total
focus number of
questions
1 SPM So as to assess the  Establishing the Strategic 49
strategic attention Foundation
given, the deployment  Conducting the Strategic Situational
practices throughout the Diagnosis
organizational structure  Strategy formulation
 Strategic Planning
and monitoring of
&Institutionalizing the Planning
performance
Function
(Objective 1)
 Managing the Strategic Plan
Implementation

2 Team So as to assess the team  Purpose and Goals 56

performance eco-system and (Strategic Alignment)
performance as an  Roles of team members
enabler for full  Team processes
expression of individual  Team relationships
performance.  Inter-group relations
 Problem solving
(Objective 3)
 Passion & commitment
 Skills & learning

3 Knowledge So as to assess the level  Strategic issues 15

management of attention given, the  Knowledge Infrastructure Capability
infrastructural readiness (Technology, Structure & Culture)
and embedded  Knowledge Process Capability
processes to enable (Acquisition, Conversion, Application
& Protection)
sustainable knowledge
management
(Objective 4)
4 Common skill So as to assess the  Research capability 27
sets competence level of  Consultancy skills
participants with respect  Training skills
to the major services  General skills
expected of them as
resource persons
(Objective 3)
5 Water So as to assess the  Specialized knowledge & skills 12
management specific knowledge and

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6 Energy skills capacity level of  Specialized knowledge & skills 14
management individuals within the
7 Chemical respective resource  Specialized knowledge & skills 22
management areas
8 Waste  Specialized knowledge & skills 17
management
9 Material  Specialized knowledge & skills 16
management

3.3.2. Secondary Data Collection

The list of secondary data collected and reviewed in this study includes the following. The complete
set of secondary data collected and used can be availed up on request.

1. Strategic Plan (for 10 years)

2. Annual plan of the institute
3. Annual plans of concerned/target directorates and teams responsible for sustainability such
as 4 line directorates, Research and Testing Laboratory, Engineering services, Cotton and the
Textile Market Research directorate, human resource development, administration as well as
planning, monitoring and evaluation and marketing directorates
4. Job descriptions of the technical experts working within resource efficiency and sustainability

3.4. Quality Control & Assurance

Quality control and quality assurance procedures have also been part of the assessment exercise and
integrated at each stage of the assessment process. The stages at which quality has been monitored
include the following and the figure below describes the whole framework of the quality assurance
and quality control procedure and tools employed.

22
Table 10: Quality assurance strategies at different phases

Pre-Field Phase Field Phase Post Field Phase

•Designing and
developing the
assessment tools as a
team invovlving Key
Experts
•Approval of the tools
•Developing field
schedule and
communicating same
in due time
•Data collection by Key
Experts in a two
member team
•Daily meeting among
Key Experts to share
expriences, analyse
findings & plan for next
day
•Daily progress report by
each Key Expert to the
Team Leader
•End of regional ata
collection debrfining
session
•Transcription of the data by each Key Expert in
Excel
•Developing field summary note by each Key Expert
•Triangulation of data with secondary sources and
established theories and researches
•Analysis and interpretation of data in a team
workshop facilitated by the lteam leader
•Developing themes based on the asessment
questions and then aligning the data with the
developed themes
•Team review of the draft report facilitated by the
team Leader
•Verifivation & validation meetings
•Team review of the final report

4. Analysis & Discussion on Major Findings

The analysis section is organized in such a way that a summary of the primary as well as secondary
data are presented and discussed so as to indicate the gaps. For the analysis of the primary data
collected through structured questionnaires, the capacity gap scale depicted in the following table is
used. In this regard, the capacity gaps with average value of 3 or more have been considered relevant
for proposing capacity development interventions.

Table 11: Capacity gap rating scale & description

Capacity rating Capacity description Description of rating

5 Major No capacity

4 Substantial Capacity supporting a minimal degree of performance

3 Moderate Capacity supporting a limited degree of performance

2 Slight Capacity supporting a reasonable degree of performance

1 Minor Capacity supporting above average performance

0 Not at all Capacity supporting significant performance

The validity and prioritization of the capacity gaps and the appropriate interventions have been
ensured, first, through the selection of the questionnaire focus. Then, after the primary data
collection is completed, two verification and validation meetings have been conducted with
23
respective directors, teams and selected respondents so as to qualify the priority of both the gaps
and appropriate interventions.

The following sections present the summary of findings in each of the focus areas of capacity gaps.

4.1. Strategy Development &Deployment

It is known that successful organizations now more than ever recognize the importance of strategic
planning in achieving desired business results. Some of the benefits include: increasing awareness
about the business environment, strategic issues, opportunities and threats which helps reduce the risk
involved in making certain decisions; establishing priorities in large complex companies and providing a
framework for evaluating the relative importance of different business portfolios; and aiding the
presentation of complex issues (4). However, most business leaders recognize the importance of
strategic planning, but few succeed at translating their strategies into business results (4).

The strategic development and deployment performance at ETIDI is assessed based on the five major
aspects presented on the following figure. According to the responses gathered from relevant
respondents, ETIDI has the capacity supporting a reasonable degree of performance with regard to
all the five aspects.

Gaps in Strategy Development & Deployment

Managing the Strategic Plan Implementation

Strategic Planning &Institutionalizing the

Planning Function

Strategy Formulation

Conducting the Strategic Situational Diagnosis

Establishing the Strategic Foundation

1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

Figure 4: Gaps in Strategy Development & Deployment

Discussion on Findings
This section presents some discussions on the major findings and proposed capacity enhancing
interventions with respect to strategy development & deployment, organizational structure, capacity
utilization of human resource and developments in infrastructure

24
 a) Strategy Development & Deployment
A review of documents such as the 10-year strategic plan also depict that the institute’s strategic
documents contain important aspects such as:
 The institute’s mission, vision statements and core values.
 Situational analysis regarding share of textile sector, productivity, GDP, export performance
of the textile sector, job creation potential and well as availability of task forces for textile
sector
 Performance evaluation of the last 10 years mainly focusing on capacity utilization, GDP,
export, investment promotion and expansions, job creation etc
 Priority demanding thematic areas and goals, preconditions and implementing initiatives
 Resource required to implement the plan (Human resource and finance)
 Monitoring and evaluation system for the plan

In general, the strategy development and deployment has been observed to have the following
strengths.
 Structurally, the institute’s/directorates’ plan follow similar format with strategic plan
 There is proper cascading of goals to each directorate and the goals are also indicated in each
plan of the directorates in alignment with bigger missions
 The quality management system (QMS) is also integrated in each plan
However, as can be seen on the documents reviewed, the strategic focus gives more attention to
increasing GDP, improvement of average capacity utilization of firms, attracting new investment
projects, export earnings of the sector. One corporate goal is indicated in strategic plan that states
increasing eco-friendly or pollution free textile factories. This goal can be re-defined to better
accommodate both pollution prevention (RECP) aspect and pollution control (end-pipe
treatment/disposal). It is also observed that RECP is not clearly integrated into the roles and
responsibilities of institute and concerned directorates. The measurement indicated in the plan
mainly focus on complying with national wastewater standards set by EFCCC.

In regards to deployment of the appropriate strategic objectives, the plans of the institute and three
main directorates have also been reviewed with regards to improving resource efficiency and
sustainability for which the findings are summarized in the following table.

Table 12: Summary of secondary data assessment on strategy development &deployment

S. N Name of the Main Roles and responsibility Gaps observed
directorate/ teams institute/directorates/teams and
major activities

1 o Increase eco-friendly or pollution o The roles and responsibility of the institute

free factories does not high light environmental
o Implementing bench mark sustainability (both pollution prevention and
The Institute practices control)
o Improve input availability and o No clear goal assigned on improving resource
25
 quality
o Applying climate resilience green
economy strategy (CRGE)
o Improving productivity, capacity
utilization and competitiveness
o address all environmental aspects such as
2 Research & Testing o Increase eco-friendly textile
Laboratory factories
(Environmental team) o Support the companies to comply
national standards
o Implement laboratory
management system- ISO
17025(on progress for 7 wastewater
quality parameters)
o Identify and Implementing bench
marks to enhance environmental
performance
3 Engineering Service o Technical support on maintenance o
(Engineering & Energy management and systems
team) o Providing technical support and
consultancy on Energy
management and audit
o Conducting energy audit and
implementing Energy
management plan (targets
indicated in the plan)
4 Finishing Industry o Conduct problem solving research o
Development on productivity, quality, product
development and technology
efficiency in the sector except the plan to
increase eco-friendly factories. It is important
to re-define the goals and their
measurements by taking into account
resource efficiency and all types of wastes
o CRGE strategy by itself has limitation -not
wastewater, solid and hazardous waste and
non GHG gas emissions
o RTLD is working on RECP with different
development partners. However, there is no
clear KPI indicated in the plan
o The KPI are generic. For instance, providing
technical support for 10 factories on RECP. It
became difficult to evaluate the achievement
obtained by each resource areas such as
water, energy and chemicals
o Little work has been done on implementation
of RECP, solid waste management and gas
emission control or reduction
o The roles and responsibilities of RTLD is
mainly concerned with testing. Few things
are stated about RECP or environmental
sustainability
o Limitation of environmental laboratory to
provide testing services for all environmental
aspects such as chemicals, sludge, fabrics,
some parameters for wastewater and water,
air emission etc. This leads to difficulty in
addressing customer requirements beyond
meeting national standards
No information about renewable energy (RE)
promotion and development in the plan
The plan of the directorate does not clearly
state RECP aspects (responsibility not
assigned, goals and respective measurements
26
 o Conduct policy study to improve
productivity, product quality and
competitiveness
o Technical support on improving
productivity, quality, production o
processes
o Deliver technical support for the
companies to implement EMS ISO-
14001
or KPI not indicated). However, the
directorate is working with different
development partners on implementing RECP
as part of productivity improvement
Information about material handling and its
efficient use is not stated in the plan except
implementing first level kaizen

b) Organizational Structure
The organogram of the institute is organized with three coordination sectors namely cotton
development, textile development and technical coordination sectors. The ‘Energy team’ of
‘Engineering Service Directorate’ and ‘Environmental Analyst Team’ of ‘Research and Testing
Laboratory Directorates’ are the two teams that are mandated to work on energy and environmental
protection issues. The ‘Research and Testing Laboratory’ (RTLD) and ‘Finishing Industry
Development (FIDD) Directorates’ have been working on the implementation of RECP (management
of water and chemicals) even if there are certain limitations. However, both of the directorates have’t
clearly integrated this work in their plans. Roles and responsibility are not assigned (in both
directorates), goals and targets not clearly indicated (at the FIDD) and key performance indicators
(KPI) not clearly indicated (at RTLD). Moreover, it seems that there are no formally assigned or
mandated directorates/ teams for water and chemical management. Furthermore, little work has
been done on implementation of RECP, solid waste management and gas emission control or
reduction as indicated on the 2020/2021 plan of RTLD.

Regarding material handling and raw material efficiency, the 4-line directorates are implementing
first level kaizen to improve raw material handling. However, raw material efficiency is not clearly
indicated in the roles and responsibilities of the directorates. In addition, clear targets and
measurements are also not indicated. Even if the Cotton and textile market research directorate is
mandated to work on social sustainability, social compliance is not boldly highlighted in the
institute’s plan when compared to environmental sustainability.

As it stands now, the structure of the institute fragments sustainability related works in different
directorates in addition to the limitations stated above. Hence, it is recommended to adjust the
structure of the institute so as to better address all the sustainability issues in a comprehensive
manner.

c) Human Resource Capacity Utilization

It is known that sustainability work requires multi- disciplinary experts and the number of human
resources deployed for the work is one of the factors that affect the performance of the
organization/department. The table below illustrates the number of experts currently deployed
versus the required for the concerned directorates responsible for RECP. From this table, it is
27
observed that the number of technical experts deployed for the work is by far less than the required.
For instance, of the three teams under RTLD, the environment team has only 3 experts which clearly
show the existence of work burden on the team when compared to their roles and responsibilities.
Similarly, at institutional level, only3 energy experts are responsible to support Ethiopian textile
industries. Consequently, it is advised that ETIDI investigates the current and future demands of
sustainability and deploy enough number of experts that work towards satisfying national
legislations and international customer requirements. In this regard, filling up the HR capacity gaps at
each directorate becomes mandatory, particularly at sections such as: the Energy and Environmental
teams.

Engineering Service 17 29
Research & Testing laboratory 16 42
Garment industry development 29 65
Finishingindustry development 19 61
Weaving and knitting industry development 17
66
Ginning and spinning industry development 18
68

Existing Required 0 20 40 60 80

Figure 5: Gaps in HR Capacity VS Demanded (Source: HR department)

d) Infrastructure Related Gaps

It is evident that sustainability works require different tools and equipment, laboratory and software
applications to collect analyze and validate data as well as monitor and evaluate environmental
performances and resource savings. In this regard, availability of energy auditing tools, water
management related tools, well organized laboratory facility are relevant to improve workers skills
and performance to execute their tasks. Currently, the Energy Team, for instance, is not equipped
with the necessary energy auditing tools or equipment. Lack of these equipments will largely affect
works to be done on energy management, energy audit and overall energy efficiency improvement
activities (Refer the questions in Appendix 3 used to identify the gaps & Appendix 4 for the list of
equipments)

Regarding laboratory facilities, interview conducted for concerned experts showed the following
major gaps or challenges in supporting the sustainability works:

• Limited scope of services to satisfy the existing and future testing demands. The Environmental
laboratory at ETIDI is providing testing service on the following environmental parameters:
Process water 6 out of 12 parameters &Wastewater- 12 out of 28 parameters

28
 • Limited capability to provide testing services on all sustainability aspects such as sludge, air
emission, chemicals, raw and final textile products and wastewater (beyond conventional
parameters).
• Absence of laboratory infrastructure (glassware/consumables, chemicals, equipment etc) for
general laboratory works and specific task or tests including sampling tools to support the current
and future demands
• Limitation in good laboratory practices/systems, laboratory safety plan and standard test
methods (e.g ISO methods). There is also limitation in practically using SOP and instrument
instructions.
• Limitation in applying quality control, method validation processes and data analysis and
statistical tools
• Limited Human resources capacity in quantity (Analyst and technician) and presence of work
burdens on the analysts due to current organizational structure.
• Capacity gaps (practical exposure) of analyst or personnel on:
 Testing methods and equipment operations especially for sophisticated equipment which requires
special knowledge and skill
 Quality control and method validation processes
 Data analysis, statistical tools and reporting
 Non-functional equipments& lack of competence for troubleshooting and maintenance
 Accreditation requirements of labs

4.2. Knowledge Management (KM)

Managing the knowledge resource is believed to ensure not only success to the organizations, but
also excels its performance and brings about excellence to organizations (10). KM also enables
organizations in the identification, retrieval, and use of knowledge capture and distributes the
knowledge for use throughout the organization for the success of their goals and objectives. (10). In
this regard, knowledge management systems (KMSs) support knowledge management through the
creation of network-based organizational memory and support the achievement of organizations’
missions. (6) The major enablers for the successful deployment of knowledge management (that are
also used for the assessment) are:
 Strategic alignment of knowledge management with organizational strategies
 Knowledge Infrastructure Capability (Technology, Structure & Culture)
 Knowledge Process Capability (Acquisition, Conversion, Application & Protection)

The institute and the respective directorates have seta goal to improve knowledge, skill and attitude
of the managements and technical experts through continuous education program, short term
training based on training based on training need assessment, periodic awareness (TNA), periodic
awareness creation on government policies and programs, peer to peer learning and experience
29
sharing among each other, identifying recent technologies and providing trainings, twining program
and experience sharing with model institutions, encouraging practical demonstration/exercise in
laboratory and workshops and put into practice self-learning plan

Performance capacity building program is one of the initiatives indicated in the plan to enhance
achievement. The strategic/annual plan also highlighted human resource demand of the sector
necessary to execute the plan. However, there is no knowledge management strategy or system in
the plan of the institute and concerned directorates. No clear mechanisms to identify, retain, process
and disseminate or share knowledge. Consequently, there is a need for developing knowledge
management strategy and work towards its deployment through implementation of appropriate
knowledge management system.

For the knowledge management gap assessment, three targeted respondents (human resource
development and administration (2 respondents) &technology development and transfer directorates)
have been assessed using 13 different expected competencies in three major areas and the following
figure presents the gap levels in each competence areas.

Gaps in Strategic Alignment of Knowledge Management

Availability of clear goals and purpose for the KM

implementation/ system

Availability of knowledge management (KM)

strategy that identifies critical
knowledge, users, sources, processes, storage and
links to the Knowledge management system (KMS).

3 3.5 4 4.5 5

Figure 6: Gaps in Strategic Alignment of Knowledge Management

30
Knowledge Infrastructure Capability Gaps
(Technology, Structure & Culture)

Senior management support including allocation of

resources, leadership, and providing training

An organizational culture that supports learning and

the sharing and use of knowledge

Motivation and commitment of leaders and users are

evident(incentive systems and training for KM
implementation success)

Availability of a common enterprise-wide knowledge

structure that is clearly articulated and easily
understood

Availability of integrated technical infrastructure

including
networks, databases/repositories, computers, softw…

3.00 3.50 4.00 4.50 5.00

Figure 7: Knowledge Infrastructure Capability Gaps

Knowledge Process Capability Gaps

(Acquisition, Conversion, Application & Protection)

Availability of security/protection of knowledge

Work processes are designed that incorporate

knowledge capture and use (application)

There are designated plans and programs that

facilitate knowledge conversion and sharing

The search, retrieval, and visualization functions

of the KMS support easy knowledge use

Measures are established to assess the impacts of

the KMS and the use of knowledge as well as…

3.00 3.50 4.00 4.50 5.00

Figure 8: Knowledge Process Capability Gaps

31
 4.3. Assessment on Individual Capacity Gaps
An effective consulting service provision requires adopting the appropriate type of thinking,
concepts, methodologies, design, and implementation (8). With regards to research, according to (9),
the research purpose, its topic, the validity of its findings, and the possibility of applying these
findings to the real world are rudimental. In this regard, the ability to effectively judge these factors
depends heavily on the researcher’s competencies such as: Cognitive skills, Interpersonal skills,
communication skills, organizational skills & influencing skills (9).

In addition, there is also a need for some generic competencies that are needed to successfully
accomplish research, consultancy and training tasks such as: Inter-personal skills (communication),
project management, public speaking, leadership, decision analysis, IT skills and use of statistical tools.

Review of the relevant job descriptions for the different resource areas reveals that the recently
developed job description of the institute is mainly concerned with the following major activities or
responsibilities.

1. Conducting problem solving research on policy, productivity, quality, technology, product

diversity etc
2. Consultancy service, technical support and monitoring activities on productivity, product
diversity, technology transfer, management systems etc
3. Product quality improvement through implementing systems and quality infrastructures
4. Bench mark study and implementation to improve product development and quality
5. Providing training including ToT

A summary of the individual skill gap assessments conducted at the eight different focus groups (by
52 respondents) are presented in the figures below, depicting the most important competence gaps
within respective major service lines (i.e., Research, consultancy, training)&generic skills.

32
Research Competence Gaps

Research proposal preparation

Dissemination(presentation…

Problem solving approach/skills

Interpretation of information

Information& data collection and validation

Research methodology

3 3.5 4 4.5 5

Figure 9: Research Competence Gaps

Consultancy/ Technical Support Gaps

Coaching, mentoring & supervisory skills

Knowhow on appropriate technologies and

application considerations (practical…

Strategic approach & problem solving skills

(Showing strategic implications of solutions)

Information processing & data analysis (Analysis

methodologies, lab skills &software)

Information& data collection and validation

(checklists, instruments)

3 3.5 4 4.5 5

Figure 10: Consultancy/ Technical Support Gaps

33
 Training Skill Gaps

Delivery in different formats (audio, video, etc)

and on different platforms (virtual)
Assessment of training effectiveness

Content presentation techniques

Content preparation

Principles of adult learning

3 3.5 4 4.5 5

Figure 11: Training Skill Gaps

Generic Skill Gaps

Benchmarking study & implementation

Use of statistical tools

IT skills & software (design, analysis & simulation)

Decision analysis techniques (economic…

Leadership

Team work

Public speaking

Project management (Planning, monitoring &…

Inter-personal skills (communication)

3 3.5 4 4.5 5

Figure 12: Generic Skill Gaps

The two successive verification discussions with respective directorate leaders and respondents
revealed that there is a need for improving competencies in the major service lines expected from
each professional & associated generic skill sets outlined in the assessment. Moreover, it has also
been suggested that the prevalence of some of the gaps can even be more than what the result
depicted.

34
 4.3.1. Assessment of Specialized Knowledge & Skills

In addition to and as a background to the individual competencies required to successfully handle the
mandated tasks of key experts at ETIDI, i.e., research, consulting & training, there is a fundamental
need for the experts to acquire and utilize specialized knowledge and skills within the respective
resource/sustainability areas (Water, chemical, energy, materials & waste).

The summary of the specialized knowledge and skills required individually as experts to successfully
deliver resource efficiency improvement related services are presented in the figures below.
Competency areas with gaps above the scale of 3 are presented. The total numbers of capacity areas
assessed are presented for each resource/sustainability areas. The following results are compilations
after due verification discussions with respective directors, team leaders and individuals on the
primary findings of data analysis.

A. Specialized Knowledge & Skills Gaps (Chemical Management)

For the chemical management area of expertise, two focus groups (environment team and finishing
industry development directorate) have been assessed using 21 different expected competencies and
the following are found to be the major ones.

Chemical Management
Ability to apply international applicable best
practices and benchmarks

Ability to use critical thinking methodologies such

as Root Cause Analysis

Knowledge of managing chemical wastes including

safe disposal

Ability to prepare and implement emergency

response plan.

Understanding and application of safe chemical

handling, storage and transportation practices …

Ability to analyze and document the findings of risk

assessment.

Experience in conducting chemical risk assessment

Awareness of priority chemicals groups

3.00 3.50 4.00 4.50 5.00

Figure 13: Specialized Knowledge & Skill Gaps (Chemical Management)

35
 B. Specialized Knowledge & Skills Gaps (Energy Management)

For the energy management area of expertise, the engineering service directorate director and three
members of the energy team have been assessed using 13 different expected competencies and the
relative prevalence of the most evident competence gaps are shown below.

Energy Management

Energy measurement and verification

techniques, equipment and protocols
Knowledge on energy performance of facility and
industrial processes
Communicate options effectively and supervisory
skills on implementations
Ability to use critical thinking methodologies such as
Root Cause Analysis

Evaluating the amount of energy wastage

Collecting and analyzing factory's energy usage data

Knowledge and application practice of energy

related benchmarking

3.0 3.5 4.0 4.5 5.0

Figure 14: Specialized Knowledge & Skill Gaps (Energy Management)

C. Specialized Knowledge & Skills Gaps (Water Management)

For the water management area of expertise, two focus groups (environment team and finishing
industry development directorate) have been assessed using 11 different expected competencies and
the following ten are found to be the relevant gaps.

36
 Water Management
Formulating effective water management plans for
companies

Identifying and applying water saving opportunities

International applicable best practices and

benchmarks
Water use management and monitoring tools or
systems

Operation and monitoring of water treatment plant

Water treatment processes and technologies

3.00 3.50 4.00 4.50 5.00

Figure 15: Specialized Knowledge & Skill Gaps (Water Management)

D. Specialized Knowledge & Skills Gaps (Waste Management)

For the waste management area of expertise, one focus group (the environmental team)has been
assessed using 15 different expected competencies and the following eight are found to be the
qualified gaps to focus on.

37
 Waste Management

Awareness of chemical analysis techniques/methods

Ability to use critical thinking methodologies such as

Root Cause Analysis
Measurement, Recording and Verification (MRV)
system for Waste
Tracking, monitoring and applying GHG reduction
practices

Methods of preventing and controlling gas emissions

Hazardous waste management practices/technologies

Monitoring and optimization of effluent treatment

plant (ETP)
Understanding wastewater treatment processes/
technologies
Knowledge of textile waste recycling and the concept
of circular production

Apply auditing standards (Eg. ISO 19011)

3.00 3.50 4.00 4.50 5.00

Figure 16: Specialized Knowledge & Skill Gaps (Waste Management)

E. Specialized Knowledge & Skills Gaps (Material Management)

For the material management area of expertise, four focus groups (Finishing, Ginning & spinning,
Weaving and Knitting and Garment industry development) within the line directorate have been
assessed using 13 different expected competencies and the following table presents the level of
prevalence of each competence gap.

38
 Material Management

Knowledge and experience in using process control

techniques

Process optimization throughout the textile value chain

Ability to apply the concept of material efficiency and
efficient design
Understanding of the concept of circular production in textile
industry.
Ability to use critical thinking methodologies such as Root
Cause Analysis

Methods of reducing textile wastes/defects

Knowledge of MRP & inventory management
systems/software
Knowledge and implementation capability in effective store
management
Knowledge and application capability in inventory
management system
Knowledge and application of material requirements
planning (MRP)

Familiarity with good purchasing practices

Awareness and knowledge of applicable best practices and
benchmarks (material handling & utilization)

Awareness and knowledge of supplier management

Regulatory requirements

3.00 3.50 4.00 4.50 5.00

Figure 17: Specialized Knowledge & Skill Gaps (Material Management)

In view of the secondary data reviewed, it was observed that sustainability issues such as efficient use
of resources (water, chemical, energy) are not well articulated on the job descriptions for key
professionals working on RE. The job description also does not take into account the relevance of raw
material handling and efficiency to enhance productivity. In this regard, implementation of
environmental management system and cleaner production practices are indicated in the job
description. However, waste management or pollution control and compliance issues are not stated.

In directorates such as ‘line directorate’, the technical support mandate is believed to handle RE
related activities. However, the verification discussions revealed that there is a need for detailing how
the technical support activities address RE and how its performance needs to be monitored for future
improvements. Material management performance, on the other hand, is currently evaluated
through the productivity measures in place. However, it has been suggested that the different line

39
directorates assess its performance independently, as their respective material efficiency
considerations and assessment approaches can differ.

Overall, it is recommended to follow holistic approaches while dealing with environmental

sustainability i.e input, process and non-output (waste) management. In this regard, job descriptions
are found to have some limitations; which shows that there is a gap in the deployment of the
organizational strategy entailing that there is a need for revising both the mandates of directorates,
teams and job descriptions of resource persons.

4.3.2. Team Performance Gaps

For assessing performance of teams, individual members within eight focus groups (Environment,
Chemical, Energy, Engineering, Finishing, Ginning and Spinning, Weaving and Knitting & Garment) have
been assessed using 56 different expected competencies within a team and the following table
presents a summary of the average gaps within the eight main areas of team performance. The
verification & validations discussions revealed that all the eight team performance competency areas
are fundamental and that the prevalence of the gaps are expected to be higher than what is depicted.

Gaps on Team Performance

Skills & Learning

Passion & Commitment

Problem Solving

Intergroup Relations

Team Relationships

Team Process

Roles

Purpose and Goals (Strategic Alignment)

2.50 3.00 3.50 4.00 4.50 5.00

Figure 18: Gaps on Team Performance

4.4. Social Compliance & Sustainability

ETIDI has set a goal “market capacity improvement” which also designed to incorporate social
compliance issues. As a result, some efforts have been made to work on social compliance with
development partners. The ‘Cotton and the Textile Market Research directorate’ is working on Market
40
Research, Market Promotion, Market Capacity Building Training and Market Capacity Building
Consultancy to improve the competitiveness of Ethiopian textile companies on global market. In this
regard, the directorate has been providing technical support and training for companies to comply
with social standards/requirements and targets have also been set to improve social standards. The
Research and Testing Laboratory directorate is also collaborating to address social sustainability
particularly in implementing occupational safety and health.

Review of the strategic and annual plans of the institute reveal that social compliance is not boldly
highlighted, when compared to the topic of environmental sustainability. Hence, much work is
expected from the institute to satisfy the current social compliance requirements from international
buyers. Moreover, social sustainability also requires competent multi-disciplinary experts devoted to
address both national and international social standards/requirements. It is with this in mind that the
proposed organizational structure change (see section 4.1b above) can also address the issues
highlighted here.

5. Capacity Development Plan

The capacity gap assessment results presented in the section above (Section 4) is used as a ground to
propose appropriate capacity development activities for each of the areas of both organizational,
team and individual capacities. In this regard, the series of validation discussions with the concerned
representatives of the target departments, teams and individuals have been consulted in qualifying
the relevance and prevalence of the gaps identified and in suggesting the priority of the
interventions.

5.1. Review of Capacity Development Related Activities at ETIDI

In this regard, the activities for capacity building by ETIDI (particularly in relation to the RE
professionals and the focus of this study) over the past couple of years have been reviewed. For this,
the capacity development plans from the HR department have been looked into and perceived
effectiveness of capacity building performance (particularly trainings) have been discussed with
respective directorates at the validation meetings on selection and prioritization of capacity building
interventions. The overall impression is that the institute and the respective directorates have set
goals to improve knowledge, skill and attitude of the managements and technical experts through:
 continuous education program
 twining program and experience sharing with model institutions
 short term training based on TNA
 periodic awareness creation on government policies and programs and recent technologies or
systems
 peer to peer learning and experience sharing among each other
 encouraging practical demonstration/exercise in laboratory and workshops
 Implementation of self-learning plan

41
Some key observations on the capacity building plan and implementations are presented below.
1. The twining program established so far also address the concerned departments, the institute
also evaluated the effectiveness of the program,
2. All the technical experts from the concerned departments at ETIDI have an opportunity to
submit training requests believed useful to accomplish their work. The request also includes
topics related with environmental sustainability, as can be seen from annual education and
training plan.
3. The short trainings delivered so far also attempt to address RECP topics, even if practical
aspects of some topics have not been well addressed in some cases
4. The peer-to-peer learning and experience sharing were not conducted frequently
5. There is a limitation for practical demonstration at laboratory and workshop due to the
limited scope of the laboratory and the fact that the workshop is not yet fully functional

5.2. Proposed Capacity Development Enablers

These can be characterized as fundamental enabling interventions identified in the study that can
substantially complement the effectiveness of the skill &knowledge-based capacity development
interventions and also enhance the service delivery performance and motivation of frontline experts.

5.2.1. Strategy Development & Deployment

The current trend is observed as that sustainability is embedded as part of the strategic priorities of
the institute. Hence, even if activities are underway addressing RE related support to industries, the
fact that it is not clearly indicated and prioritized on strategic documents can shadow the efforts
underway. In this regard, it is recommended that sustainability works are clearly incorporated into all
levels of the organization plan (strategic/annual, departmental plans/mandates & job description)
with resources efficiency presented as an independent strategic priority on the institute’s strategic
plans. Clearly defined performance targets are also required to be specified at the required levels and
presented part of the annual plans of the directorates. In this regard, assessing RE related
performance of activities by teams and individuals can also depict the performance level of ETIDI
with respect to the RE strategic line.

5.2.2. Organizational Structure

It is recommended to adjust the structure of the institute to better address all the sustainability and
compliance issues in comprehensive ways. The institute may be intended to establish Separate
‘Compliance and Sustainability’ due to the following reasons or scenario:
 Sustainability aspects are interrelated so that it requires holistic approach to change existing
situation. For instance, there is nexus among resources utilized at textile (water, energy and
chemicals).
 This holistic approach for environmental sustainability is expected to address input, process
and Non-product Output (NPO) management simultaneously. It is better to address pollution
prevention and control at a time.
 There is high demand of sustainability from international brands and customers. For instance,
42
 one of an international sustainability assessment tool-Higg index (Higg FEM) make use of
holistic approach to verify the environmental performances of companies that consists of 7
sections namely: EMS, Energy use & GHG, Water/Wastewater, Air emissions, Waste and
Chemicals Management.
 It is also the direction of the government (MoTI) to establish this department to broadly
address sustainability issues to comply the national legislation and customers’ requirements
 There is also a practice that shows independent compliance departments at textile
companies has got better follow up activities
 Sustainability works may be undermined when compared to productivity and quality
improvement

Sustainability is cross cutting issue so that it requires collaboration from other concerned directorates
particularly line- directorates and engineering Services. Every directorate is expected to
consider/work on sustainability while delivering their support to the companies. Compliance and
Sustainability Directorate has a responsibility to coordinate these works and ensure the compliance
or conformance with the standards/requirements and follow up & support day to day activities
related with sustainability.

Consequently, an independent directorate responsible for compliance and sustainability issues is

proposed. This structural adjustment is believed to not only address the fragmented roles,
responsibilities, planning, execution and evaluation activities on the current structure, but also
integrate efforts to address the different resource efficiency areas, which have a cross-cutting nature.
Such an adjustment is also expected to enable accountability to compliance and sustainability issues.
Moreover, the fat that an assigned legal department that specializes in social and environmental laws
can support the legal implications of interventions/ activities conducted at factories addressing both
the social, environmental compliance matters.

Figure 19: Proposed Organizational Setup

43
 e) Human Resource Capacity Utilization
In alignment with the revision of the strategic priorities and deployment requirements, aligning the
human resource capacity to the requirements at each directorate becomes mandatory, particularly at
sections such as: the Energy and Environmental teams

f) Knowledge Management
As part of the strategic revisions, developing knowledge management strategy with appropriate
organizational & system architecture is the general recommendation. The particular design and
implementation of a knowledge management at an organization level may be handled as a separate
intervention.

g) Infrastructure
Capacitating and aligning infrastructure capability with the required services is mandatory for the
successful delivery of services within RE areas. In this regard the following are some of the
recommendations on what can be done with regards to infrastructure development.

 Purchase of measurement equipment and assessment software (s) (Combustion analyzer,

infrared thermometer, clamp multi-meter, flow meter, ultrasonic leak detector, TDS meter,
lux meter, anemometer)
 Upgrade laboratory testing services
 Hands on training (practical) on sophisticated equipment, quality control/method
validation processes, data analysis & statistical tools and maintenance
 Extend the scope of the testing services to satisfy national legislation and
customer requirements
 Fulfill laboratory infrastructure-glassware/consumables, chemicals, equipment etc
 Develop a procedure for safe laboratory works
 Fulfill human resources capacity and amend the structure of the institute to
separate environmental sustainability and laboratory activities.
 Ensure laboratory accreditation for basic parameters

It is to be noted here that detail assessment should be conducted so as to scope, design and
implement the interventions with regards to infrastructure developments outlined above.

5.3. Proposed Capacity Development (Skills & Knowledge Enhancement)

In proposing the capacity development plan, the possibility of addressing some of the gaps with
internal capacity of ETIDI as well as suggestions on potential service vendors have also been explored
with representatives of concerned directorates in completing the capacity development plan. With
regards to skills and knowledge enhancement, the following are the optional interventions
considered in the capacity development plan proposed in the appendix section below.

a) Awareness creation: This intervention is expected to address awareness creation on

applicable knowledge and application practice of regulatory requirements (national
44
 legislations, international agreements, standards / initiatives, code of conducts) streamlined for
the textile sector. Examples of such institutions include: Environment, Forest & Climate
Change Commission, Ethiopian Energy Agency, etc.
b) Peer to Peer learning: This intervention is expected to be facilitated by ETIDI by making use
of a systematic approach such as knowledge management. The capacity gaps with a scale of
less than 3 have been categorized to be addressed with this intervention approach
incorporating activities such as experience sharing sessions.
c) Short-term training: This category of intervention is characterized by practice-based training
characterized mainly by hands on practical coaching/mentoring sessions and backed with
technological/system demonstrations as applicable to the Ethiopian textile factories ‘context.
These interventions are expected to cover most of the capacity gaps with capacity gap rating
of above 3 and are expected to be addressed by external vendors. Table 9 below presents the
capacity development plan incorporating proposed interventions, potential service providers,
and preliminary budgetary estimations.

The overall capacity development plan is presented below in the appendix 1 section.

45
6. References

1. Abu Rumman A.A & Alheet A.F (2019) The Role of Researcher Competencies in Delivering
Successful Research. Information and Knowledge Management :ISSN 2224-5758 (Paper) Vol.9,
No.1, 2019
2. Cox K, Jolly S, Staaij S.V., C.V. Stolk (2018) Understanding the Driversof Organizational
Capacity. RAND Corporation, Santa Monica, Calif., and Cambridge, UK
3. Ellen MacArthur Foundation 2017a: A new Textiles Economy: Redesigning Fashion’s Future,
Circular Fibres Initiative. Retrieved 26.09.2018 from
https://www.ellenmacarthurfoundation.org/publications/a-new-textiles-economy-
redesigning-fashions-future.
4. Jennex M.E & Olfman L (2007) Assessing Knowledge Management Success. International
Journal of Knowledge Management, 1(2), 33-49, April-June 2005
5. Kalkan A. and Bozkurt O (2013)The choice and use of strategic planning tools and techniques
in Turkish SMEs according to attitudes of executives. 9th International Strategic Management
Conference. Social and Behavioral Sciences 99: 1016 – 1025
6. Khan, F. and Haddara, M., 2003. Risk-based maintenance (RBM): a quantitative approach for
maintenance/inspection scheduling and planning, Journal of Loss Prevention in the Process
Industries. Vol. 16, pp. 561-573
7. Koszewska, Malgorzata 2018: Circular Economy – Challenges for the Textile and Clothing
Industry. In AUTEX Research Journal. Retrieved 08.10.2018
fromhttps://content.sciendo.com/view/journals/aut/ahead-of-print/article-10.1515-aut-2018-
0023.xml.
8. Motamedi K (2015) A Framework To Evaluate Consulting Efforts. Graziadio Business School.
Journal of Advanced Business Practice Volume 18: Issue 1
9. Overview of the Second Growth and Transformation Plan (GTPII) (2015/16-2019/20), National
Planning Commission, September 2015, Addis Ababa
10. Patrick S.W. Fong and Ka-Chi Wong. (January 2009). “Knowledge and Experience Sharing in
Projects-based Building Maintenance Community of Practice”. Article in International Journal
of Knowledge Management Studies.
11. Stephen, P. and Triraganon, R. (2009).Strengthening Voices for Better Choices: A capacity
needs assessment process. Gland, Switzerland: IUCN.
12. Stephen, P., O’Brien, N. and Triraganon, R. (2006) Capacity Building for CBNRM in Asia: A
Regional Review. Report to International Development Research Centre, June 2006.
13. Strategic Planning Process Self-Assessment. Strategic Futures Consulting, Inc(1997-2009)
14. The Retail Perspective On Sourcing Policies and Consumer Demand, The European Union
Market For Sustainable Products, International Trade Centre, European Commission, 2019

46
15. Tonelli, F., Evans, S. And Taticchi, P. (2013) ‘Industrial sustainability: challenges, perspectives,
actions’, Int. J. Business Innovation and Research, Vol. 7, No. 2, pp.143–16
16. UNDP (1997) Capacity Development. Technical Advisory Paper 2, Management Development
and Governance Division, United Nations Development Programme, New York.
17. Circular Economy in the Textile Sector, Giz, 2019
18. ITC (2018) NTM Business Survey in Ethiopia
19. European Parliamentary Research Service EPRS (2019). Environmental impact of the textile
and clothing industry
20. Tuba Toprak & Pervin Anis, (2017). Textile industry’s environmental effects and approaching
cleaner production and sustainability, an overview. Journal of Textile Engineering & Fashion
Technology. Department of Textile Engineering, Engineering Faculty, Uludag University,
Turkey Volume 2 Issue 4.
21. Jeremy J. Wakeford, Mulu G., Tsegaye G., Kassahun Y.,OrnélieM.,MairiB.,Yacob M.
andChukwumerije O. (2017). Innovation for green industrialization: An empirical assessment
of innovation in Ethiopia’s cement, leather and textile sectors. Quantum Global Research Lab.
Switzerland
22. Sourcing T and G in Ethiopia- A new sourcing destination Report, MVO NEDERLAND.
file:///C:/Users/User%203/Desktop/report-sourcing-textile-and-garments-in-ethiopa-bottom-
up-dec2019.pdf
23. Van der Pols, Dhyana (2015). Business Opportunity Report Ethiopia: Textile and Apparel
Industry. Addis Ababa: Nash International BV.
24. International Trade Centre (ITC), 2019. “Strengthening the Competitiveness of the Ethiopian
Clothing Sector – Resource Efficient (RE) and Circular Production (CP) Processes”
25. Textile and closing value chain road map of Ethiopia 2016 -2020, International Trade Center-
ITC.

47
7. Appendix
Appendix 1: Capacity Development Plan (Skill & Knowledge Enhancement)

Definition of Terminologies

1. Training: This is characterized by practice oriented training sessions with 25% allotted for theoretical briefing while 75% given to practical
sessions that include: demonstration of standards, templates used, software & equipment applications, best practices and on site
demonstration
2. Mentoring: This refers to hands-on and a step by step approach to imparting practical previous experience of performing tasks related to the
topics of interest.

Assumptions

1. Number of training days: The number of days allocated for each topic are estimated number of days to be utilized for activities
within the training & mentoring delivery modalities
2. Number of participants: The major criteria for selection of participants takes into account the closeness of the topics to the daily
performance of participants/teams/departments. Moreover, additional participants have also been considered in some cases where
they are involved in activities with cross-cutting nature.
3. Priority of interventions: Depending on the prevalence of the gaps identified and the level of urgency of interventions as agreed
with respective departments, the relative priority of interventions have been set
4. Timeline for interventions: The short term interventions are expected to be delivered within 6 months, whereas, the medium term
interventions are expected to be performed between 6 months to 2 years and the long term ones are expected to be performed
between 2 years and 5 years time.
5. Cost Estimations: The major cost drivers are the number of participants and the total estimated number of days for each
intervention. In this regard, it is assumed that a maximum number of 15 participants shall be regarded as optimum and the cost
calculations only take into account the number of days allocated. However, for participant numbers of more than 15, more than one
group shall be arranged so as to ensure effective delivery and the cost calculation gets multiplied with the total batched assigned in
each topic.

48
 Moreover, for material preparation, assessment of participants, evaluation of training performance and reporting purposes for
twice of the total duration assigned for training shall be added. The estimated days for trainings presented below only consider the
actual training delivery dates.
The average daily rates of 7000 ETB (for local vendors) and 425 USD (for International vendors) have been assumed in calculating the
training fee. In cases where both local as well as international vendors can jointly participate on the trainings the allocated days
have been assumed to be equally shared amongst them and this rate is excluding VAT.

Table 13: Capacity Development Plan (Knowledge & Skills)

Main Topic Capacity Specific Topics Timeline Estimat Estimated Priority Cost Proposed Potential
Strengthening (short-term / ed Number of of estimati Service Providers
Intervention mid-term/ long- Numbe training interven on
term) r of days tions (in ETB
particip & USD)
ants
Strategy Training Strategy Medium-term 15 5 2nd 105,000 1 Rework Inc.
Deployment Implementation (top ETB (newbusiness@reworkc
(local vendor) manage orporate.com )
ment & 2 Ethiopian Management
director Institute
ate (dmtc@ethionet.et )
represen
tatives )
Knowledge Training & Knowledge Medium-term 10 6 2nd 126,000 1 Rework Inc.
Mgt. System Mentoringon Management System (HR, ETB (newbusiness@reworkc
Implementation Implementation planning orporate.com )
(local vendor) &
director
ate
represen
tatives)
Team work Training/ Fundamentals of Short-term 30 5 1rst 210,000 1. Netib Training

49
 Coaching Coaching, Mentoring (5 ETB &Coaching PLC
&Supervision (Teams) represen (bekri@netib.com
(local vendor) tatives 2. Rework
from 6 Inc.(newbusiness@rew
director orkcorporate.com )
ates) 3. Ethiopian Management
Institute
(dmtc@ethionet.et )

Research Training Research Short-term 30 5 1rst 210,000 1 Washera Consulting

Methodology (5 ETB PLC(washeraconsulting
(local vendor) represen plc@gmail.com)
Training Research Proposal tatives 2 Frontier Consulting
&Mentorship Preparation from 6 PLC(info@frontieri.co
(local vendor) director m
ates) 3 ABCON PLC
(mulu.mtg@gmail.com
)
4 Ethiopian Management
Institute
(dmtc@ethionet.et )

Consulting Training& Fundamentals of Short-term 30 (5 3 2nd 126,000 1 Netib Training &

Mentoring Coaching, Mentoring represen ETB Coaching PLC
& Supervision tatives (bekri@netib.com )
(local vendor) from 6 2 Accelerated Learning
director PLC (accelerated.co)
ates) 3 ZELS Consulting PLC
Training Training& Training Design, Short-term 30 (5 3 2nd 126,000 (zelsplc@gmail.com
Mentoring Delivery & represen ETB
Assessment for Adult tatives
Audience from 6

50
 (local vendor) director
ates)

Generic Training& National Laws, Short- term 20 (5 ppl 5 1rst 105,000 1 ZELS Consulting PLC
Skills Mentoring International from 3 ETB + (zelsplc@gmail.com )
Standards & departm 6375USD 2 Leadership &
Benchmarks ents & 2 Sustainability GmbH
(Applicable for textile addition (info@leadership-
sector) al) sustainability.com )
(local &international Environment, Forest &
vendors) Climate Change
Commission
(www.efccc.gov.et)

Training& Decision Analysis & Short- term 30 (5 5 1rst 210,000 1 Rework Inc.
Mentoring Economic Modeling represen ETB (newbusiness@reworkc
(local vendor) tatives orporate.com )
from 6 2 ZELS Consulting PLC
director (zelsplc@gmail.com )
ates) 3 Synergy Corp PLC
Training Advanced Data Short- term 30(5 5 2nd 210,000 (www.synergycorpcons
&Mentorship Analysis & Statistical represen ETB ulting.com
Tools tatives
(local vendor) from 6
director
ates)
Training& Project Management Short- term 30(5 5 2nd 210,000
Mentoring (local vendor) represen ETB
tatives
from 6
director
ates)

51
Energy Mgt Training& Energy Audit Short- term 8 5 1rst 105,000 1 ZELS Consulting PLC
Mentoring Equipment (5 from ETB (zelsplc@gmail.com )
Application energy 2 Yomener Energy Audit
(local vendor) &3 (yomemech@gmail.co
addition m)
Utilization of energy Short- term al) 3 1rst 63,000 3 Colorado General
audit equipments ETB Business PLC
(local vendor) (info@coloradogbplc.c
om )
Fundamentals of Short- term 4 2rst 84,000
4 AAiT (www.aait.edu.et )
Thermal & Electrical ETB
Energy Efficiency 5 Ethiopian Society of
Analytics Mechanical Engineers
(ESME)
(local vendor)
(mechbu07@gmail.co
Energy Management Medium-term 5 2rst 52,500 m)
System ETB +
Implementation 3,188
(local & international USD
vendor)

Certification Energy Audit Short-term 5 5 2nd 105,000

training (local vendor) (Energy ETB
team)
Chemical Short 15 10 1rst 12,750 1 ZELS Consulting PLC
Management System (10 from USD (zelsplc@gmail.com
based ZDHC frame finishin 2 IndiGo Quality
work g&5 management
(International vendor) from consulting PLC
lab) 3 Globe consulting PLC
Chemical Chemical use Medium-term 15 (5 15 1rst 19,125 4 BluWin Limited
Mgt optimization, each USD 5 GoBlu International
application of BATs from consultant

52
 (International vendor) lab, 6 TÜV Rheinland testing
chemica
l&
environ
mental)
Chemical analysis- Medium-term 10 (5 15 2nd 19,125 1. JIJE Laboglass PLC
basic analytical from USD 2. Ethiopia Laboratory
processes sampling, finishin Association (ELA)
testing to reporting g&5 3. Dr. Tarekegn Birhanu
(International vendor) from lab (AASTU)
)
Water Mgt Freshwater water Medium-term 10 (5 5 2nd 6,375 1 Mena water FZC
Training& treatment from USD 2 Arvind Envisol
Mentoring technologies eng’g &
(technology selection, 5 from
operation, monitoring environ
and maintenance) ment)
(International vendor)

Water saving Medium-term 10 (5 7 2rst 8,925 1. Aqua Consult Ingenieur

opportunities and from USD GmbH
good management finishin 2. ZELS Consulting PLC
practices in textile g&5 (zelsplc@gmail.com
industry from 3. Aqua Consult Ingenieur
(International vendor) lab) GmbH
4. Sustainable and leader
Effective Water Short-term 10 (5 5 1rst 105,000 ship GmbH
management plan from ETB (info@leadersip
and process water finishin sustainability.com
quality monitoring g&5
and test methods from
(local vendor) lab)

53
Waste Mgt Waste Short-term 5 (from 8 2nd 168,000 1 MS Consulting PLC
Training& Characterization, environ ETB (msconsultancy@gmail
Mentoring Classification & ment ) .com
Management 2 Global Development
(including simulation Solutions, LLC
software) 3 Ethiopian Society of
(local vendor) chemical Engineers
4 Globe Consulting PLC
Solid waste
management -
Hierarchy of waste
management and
waste valorization
techniques, circular
production for textile
industry
(local vendor)

Wastewater Short-term 10 (5 6 1nd 7,650 1 Mena water FZC

treatment processes/ from USD 2 Arvind Envisol
technologies and eng’g & 3 MH Engineering PLC
basics of designing 5 from 4 Ckinetics Accelerating
ETP env’t) sustainability
(International vendor) 5 Aqua Consult Ingenieur
GmbH
Monitoring and Short-term 5 (env’t) 10 1rst 210,000 6 GoBlu International
optimizing the ETB consultant
operation of effluent
treatment plant (ETP)
(Local vendor)

Hazardous waste Short-term 5 (env’t) 5 1st 6,375 1. Ethiopian Society of

management (sludge, USD chemical Engineers

54
 chemical wastes etc 2. Mena water FZC
(International vendor) 3. ZELS consulting

Methods of Medium-term 5 (env’t) 6 2rst 7,650 1 Ethiopian Society of

preventing and USD chemical Engineers
controlling varieties 2 ZELS Consulting PLC
of gas emissions in (zelsplc@gmail.com )
textile industry. 3 Global Development
(International vendor) Solutions, LLC
4 Colorado General
GHG emission Short-term 5 (env’t) 6 1rst 126,000 Business PLC
tracking, monitoring ETB (info@coloradogbplc.c
and reduction om )
measures in textile
industry including
MRV system
(local vendor)

Material Mgt Basic/Advanced Short-term 32 15 2rst 630,000 1 Ethiopian Kaizen

Training& Kaizen (8 from ETB Consultants Association
Mentoring Implementation each 2 ZELS Consulting PLC
(local vendor) line (zelsplc@gmail.com )
director 3 GoBlu International
Statistical Process ate) consultant
Control 4 BLEC Engineering PLC
(local vendor) (+251-911-605295)
Fundamentals of 5 MF Consulting PLC
Material (+251-911-948014)
Requirements 6 Ckinetics Accelerating
Planning & Inventory sustainability
Management
(local vendor)
Concept of Material Medium-term 32 (8 6 2rst 15,300

55
efficiency and from USD
effective design each
(International vendor) line
director
ate)

56
 7.2 Appendix 2: List and Price of Equipments for Energy Performance Assessment / Audit

Table 14: List of Energy Audit Equipments

Description Equipment Use Estimated Price

(in USD)
1 Ultrasonic Leak Detection of compressed air and steam 1500
Detector leakages
2 Combustion Analysis of boiler performance and 4500
Analyzer depicting flue gas composition of O2,
CO, stack temperature,
differential pressure,
combustion air temperature, combustion
efficiency (EFF),excess air & CO2,
pollution level
3 Digital Clamp Multi- Used to measure 750
meter kVA, kW, PF, (power factor)Hertz, kVAr.
It also has deep-in thermocouple for
temperature measurement of liquids up
to a temperature of 250 degree Celicious
4 Infrared Non contact infrared temperature 550
Thermometer measurement
With dual laser pointers for better
targeting
5 Digital Air flow Measures the speed of air flow in thermal 350
Meter applications

6 Digital Tachometer Measurement of rpm on motors 350

7 Ultrasonic flow Measures the flow rate of fluid flowing 1100
meter through an enclosure
8 TDS meter Measures the total dissolved solid level of 175
water (process as well as boiler feed water)
9 Lux meter Measures the luminous intensity of 120
lighting systems
10 Anemometer Measures the air flow rate in an area 450

57
 Appendix 3: Questionnaires

GIZ Project on: Assessment of Skills and Knowledge Gap of

Resource persons at ETIDI
(With specific focus on resource efficiency/management -Chemical, Energy, Water, Waste&
Materials)

Questionnaire for assessing Strategic Planning and Management Process

Dear Respondents,
This questionnaire is designed to help in assessing the strategic planning and management
process at your organization. It is structured so as to allow review the process and determine
which strategic planning and management steps the organization currently performs well, not
so well, or not at all.

Thus, for each question below, please circle/mark/ highlight in the appropriate scale that you
believe would best describe the level of improvements needed for each question presented
below. Please use the remarks section to highlight any additional
informationstrengthening your responses.

Thank you for your Cooperation!

Name of respondent: _______________________ Age: ________ Gender: ________

Position _____________________________
Department in the Organization: _______________________________
Contact Address: (Phone number and email) ______________________________
Date: ______________________

Description of Assessment Scale

0: Not at all 1: Minor 2: Slight 3: Moderate 4: Substantial 5: Major

Establishing the Strategic Foundation Improvements Needed Remarks

1 Does the organization have a written 0 1 2 3 4 5

mission statement?

58
2 Are all management and staff aware of 0 1 2 3 4 5
the mission? Do they understand it?

3 Does the organization have written 0 1 2 3 4 5

longer-term (3-5 years) and short-term
(1-year) goals?

4 Are the relevant departments involved 0 1 2 3 4 5

in strategic discussions?

Conducting the Strategic Situational Diagnosis Improvements Needed Remarks

1 Have the previous strategic position been 0 1 2 3 4 5

assessed before launching the current
strategic planning effort?

2 Have the strategic management 0 1 2 3 4 5

capabilities of the team been assessed
before strategic planning began?

3 Have the necessary driving forces and 0 1 2 3 4 5

critical uncertainties been identified?

4 Have PESTEL factors been considered 0 1 2 3 4 5

before the strategic formulation?

5 Have competitive advantages of the 0 1 2 3 4 5

institute been identified (strengths)?

6 Does the external analysis identify key 0 1 2 3 4 5

threats to the business? Key opportunities?

7 Does the analysis include detailed analysis 0 1 2 3 4 5

of market or other geographic and/or
demographic segments?

8 Are the operational characteristics and 0 1 2 3 4 5

performance compared with those of
competitors?

9 Are consumer & sector trends analyzed? 0 1 2 3 4 5

10 Does the organization assess the industry 0 1 2 3 4 5

as a whole in terms of new competitors and
concepts, new technologies, procurement

59
 practices, labor practices, etc.?

11 Does the organization assess institutional 0 1 2 3 4 5

factors such as cost and availability of
capital, government regulations and the
economy?

12 Does the organization have knowledge of 0 1 2 3 4 5

and access to sources of information about
the industry, markets, and other external
factors?

13 Does the organization analyze its own 0 1 2 3 4 5

business objectively?

14 Does this internal analysis identify key 0 1 2 3 4 5

strengths and weaknesses in the
organization?

15 Does it include quality of customer service 0 1 2 3 4 5

and customer satisfaction/ loyalty etc?

16 Does the organization assess its human 0 1 2 3 4 5

resource development and management
programs?

17 Does the organization’s management 0 1 2 3 4 5

information system provide relatively easy
access to the internal data discussed
above?

18 After completing its external and internal 0 1 2 3 4 5

analyses, has the organization reviewed the
mission and goals in light of the apparent
threats/ opportunities and strengths/
weaknesses?

Strategy Formulation Improvements Needed Remarks

1 Are the key strategic issues 0 1 2 3 4 5

identified/decided based on strategic
diagnosis addressing situational analysis
outlined above?

60
2 Have strategic scenarios been assessed? 0 1 2 3 4 5
before selecting strategic choice/direction

3 Have strategic objectives been developed for 0 1 2 3 4 5

all levels of the organization/ responsible
departments?

4 Has knowledge management been 0 1 2 3 4 5

considered as a strategic priority in the
current strategy?

5 Have strategic linkages/ strategy 0 1 2 3 4 5

deployment map been developed?

6 Have targets & appropriate KPIs been 0 1 2 3 4 5

allocated for strategic objectives (for all
levels of the organization)?

Strategic Planning &Institutionalizing the Improvements Needed Remarks

Planning Function

1 Have appropriate strategic initiatives been 0 1 2 3 4 5

identified for all levels / departments of the
organization?

2 Do top executives take formal responsibility for 0 1 2 3 4 5

the organization’s strategic planning?

3 Is strategic planning a top priority activity, 0 1 2 3 4 5

performed on a regular basis, e.g., each year?

4 Are operational processes aligned to the 0 1 2 3 4 5

strategic focus areas

5 Does the organization provide resources 0 1 2 3 4 5

(managers’ time, money, staff support, etc.)
earmarked specifically for strategic planning?

6 Does the organization follow a defined set of 0 1 2 3 4 5

procedures in its strategic planning process?

7 Does the organization decide its strategic 0 1 2 3 4 5

plan(s) based on feasibility and risk/return
criteria?

61
8 Do all managers whose work might be affected 0 1 2 3 4 5
significantly by strategic planning participate in
the planning process?

9 Does it consider organization and management 0 1 2 3 4 5

options based on the strategic priorities, e.g.,
restructuring, etc?

Improvements Needed Remarks

Managing the Strategic Plan Implementation

1 Does the organization make strategic 0 1 2 3 4 5

decisions (implementation action plans)
based upon the strategic plan?

2 Does the organization clearly assign lead 0 1 2 3 4 5

responsibility for action plan implementation
to a person or, alternately, to a team?

3 Are sufficient resources allocated for 0 1 2 3 4 5

implementation?

4 Does the organization develop an organized 0 1 2 3 4 5

system for monitoring?

5 Does the organization set clearly defined and 0 1 2 3 4 5

measurable performance targets/ standards
for each plan element/target/goal?

6 Are the goals list quantified, measurable 0 1 2 3 4 5

targets (e.g., customer satisfaction level,
service volume, growth rate, etc)?

7 If appropriate, do the goals specify targets by 0 1 2 3 4 5

location or geographic area?

8 When appropriate, do the goals list quality, 0 1 2 3 4 5

time frame, and cost targets? Are they
observable or measurable?

9 Do the goals appear realistic yet challenging, 0 1 2 3 4 5

based upon experience and/or research?

10 Does the organization systematically 0 1 2 3 4 5

62
 measure actual performance vs. goals?

11 Does the organization review monitoring data 0 1 2 3 4 5

regularly, and revise strategic decisions as
appropriate?

12 Are individuals responsible for strategic 0 1 2 3 4 5

planning and implementation reward for their
successful implementation?

GIZ Project on: Assessment of Skills and Knowledge Gap of

Resource persons at ETIDI
(With specific focus on resource efficiency/management -Chemical, Energy, Water, Waste&
Materials)

Questionnaire for Assessing Knowledge Management Related Practices

Dear Respondents,
This questionnaire is designed to help in assessing the awareness of and performance of
Knowledge Management Related Practices at ETIDI. It is structured so as to review the
necessary knowledge and skills deemed relevant for successful implementations.

Thus, for each question below, please circle/mark/ highlight in the appropriate scale that you
believe would best describe the level of improvements needed for each question presented
below. Please use the remarks section to highlight any additional information
strengthening your responses.

Thank you for your Cooperation!

Name of respondent: _______________________ Age: ________ Gender: ________

Position _____________________________

63
 Department in the Organization: _______________________________
Contact Address: (Phone number and email) ______________________________
Date: ______________________

Description of Assessment Scale

0: Not at all 1: Minor 2: Slight 3: Moderate 4: Substantial 5: Major

Strategic Issues Improvements Needed Remarks

1 There is a knowledge management (KM) 0 1 2 3 4 5

strategy that identifies critical
knowledge, users, sources, processes,
storage and links to the Knowledge
management system (KMS).

2 There is a clear goal and purpose for the 0 1 2 3 4 5

KM implementation/ system

3 Any other relevant competence? Please 0 1 2 3 4 5

specify

Knowledge Infrastructure Capability Improvements Needed Remarks

(Technology, Structure & Culture)

1 Availability of integrated technical 0 1 2 3 4 5

infrastructure including

networks, databases/repositories,
computers, software &KMS experts

2 Availability of a common enterprise-wide 0 1 2 3 4 5

knowledge structure that is clearly
articulated and easily understood

3 Motivation and commitment of leaders 0 1 2 3 4 5

and users are evident (incentive systems
and training for KM implementation

64
 success)

4 An organizational culture that supports 0 1 2 3 4 5

learning and the sharing and use of
knowledge

5 Senior management support including 0 1 2 3 4 5

allocation of resources, leadership, and
providing training

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Knowledge Process Capability Improvements Needed Remarks

(Acquisition, Conversion, Application &

Protection)

1 Measures are established to assess the 0 1 2 3 4 5

impacts of the KMS and the use of
knowledge as well as verifying that the
right knowledge is being captured

2 The search, retrieval, and visualization 0 1 2 3 4 5

functions of the KMS support easy
knowledge use

3 There are designated plans and programs 0 1 2 3 4 5

that facilitate knowledge conversion and
sharing

4 Work processes are designed that 0 1 2 3 4 5

incorporate knowledge capture and use
(application)

5 Availability of security/protection of 0 1 2 3 4 5
knowledge

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

65
 GIZ Project on: Assessment of Skills and Knowledge Gap of
Resource persons at ETIDI
(With specific focus on resource efficiency/management -Chemical, Energy, Water, Waste&
Materials)

Questionnaire for Assessing Team Performance

Dear Respondents,
This questionnaire is designed to help in assessing the performance of teams working on
supporting textile factories with respect to resource efficiency. It is structured so as to
review the necessary knowledge and skills deemed relevant for providing successful services.

Thus, for each question below, please circle/mark/ highlight in the appropriate scale that you
believe would best describe the level of improvements needed for each question presented
below. Please use the remarks section to highlight any additional information
strengthening your responses.

Thank you for your Cooperation!

Name of respondent: _______________________ Age: ________ Gender: ________

Position _____________________________
Department in the Organization: _______________________________
Contact Address: (Phone number and email) ______________________________
Date: ______________________

Description of Assessment Scale

0: Not at all 1: Minor 2: Slight 3: Moderate 4: Substantial 5: Major

Purpose and Goals (Strategic Alignment) Improvements Needed Remarks

1 Our team has a meaningful, shared 0 1 2 3 4 5

purpose

2 We are strongly committed to a shared 0 1 2 3 4 5

mission.

66
3 We focus on big-picture strategic issues 0 1 2 3 4 5
as much as on day-to-day activities.

4 We set and meet challenging goals. 0 1 2 3 4 5

5 We consistently produce strong, 0 1 2 3 4 5

measurable results.

6 We make sure our work helps the 0 1 2 3 4 5

organization achieve its goals.

7 The mission and goals of my team are 0 1 2 3 4 5

well aligned with the organization's
mission and goals.

Roles Improvements Needed Remarks

1 Team members clearly understand their 0 1 2 3 4 5

roles.

2 When an individual's role changes, an 0 1 2 3 4 5

intentional effort is made to clarify it for
everyone on the team.

3 Team members understand one 0 1 2 3 4 5

another's roles.

4 Everyone values what each member 0 1 2 3 4 5

contributes to the team.

5 Team members avoid duplication of 0 1 2 3 4 5

effort and make sure they are clear
about who is doing what.

6 When team members' roles change, 0 1 2 3 4 5

specific plans are implemented to help
them assume their new responsibilities.

7 Overlapping or shared tasks and 0 1 2 3 4 5

responsibilities do not create problems
for team members.

67
Team Processes Improvements Needed Remarks

1 Team problem solving results in 0 1 2 3 4 5

effective solutions.

2 We address and resolve issues quickly. 0 1 2 3 4 5

3 People on my team are rewarded for 0 1 2 3 4 5

being team players.

4 Group meetings are very productive. 0 1 2 3 4 5

5 Our team has mechanisms in place to 0 1 2 3 4 5

monitor its results.

6 Our team works with a great deal of 0 1 2 3 4 5

flexibility so that we can adapt to
changing needs.

7 When we choose consensus decision- 0 1 2 3 4 5

making, we do it effectively.

Team Relationships Improvements Needed Remarks

1 Team members appreciate one 0 1 2 3 4 5

another's unique capabilities.

2 Team members are effective listeners. 0 1 2 3 4 5

3 Communication in our group is open and 0 1 2 3 4 5

honest.

4 Members of our team trust each other. 0 1 2 3 4 5

5 Team members help one another deal 0 1 2 3 4 5

with problems or resolve issues

6 We are able to work through differences 0 1 2 3 4 5

of opinion without damaging
relationships.

7 Team members display high levels of 0 1 2 3 4 5

cooperation and mutual support.

68
Intergroup Relations Improvements Needed Remarks

1 We are able to resolve conflicts with 0 1 2 3 4 5

other teams collaboratively.

2 We seek to arrange our priorities to 0 1 2 3 4 5

meet the needs of other work groups.

3 We communicate effectively with other 0 1 2 3 4 5

groups.

4 Our team has established trusting and 0 1 2 3 4 5

supportive relationships with other
teams.

5 We work toward integrating our plans 0 1 2 3 4 5

with those of other work groups.

6 Our collaborations with other teams are 0 1 2 3 4 5

productive, worthwhile, and yield good
results.

7 The goals of our group support those of 0 1 2 3 4 5

other groups.

Problem Solving Improvements Needed Remarks

1 Team members take personal 0 1 2 3 4 5

responsibility for the effectiveness of
our team.

2 Team members maintain a can-do 0 1 2 3 4 5

approach when they encounter
frustrating situations.

3 Team members take initiative to resolve 0 1 2 3 4 5

issues between themselves without
involving the team leader.

4 We spend very little time complaining 0 1 2 3 4 5

about things we cannot control.

5 Team members seek and give each 0 1 2 3 4 5

69
 other constructive feedback.

6 Team members are sure about what is 0 1 2 3 4 5

expected of them and take pride in a job
well done.

7 Team members consider how their 0 1 2 3 4 5

actions will impact others when deciding
what to do.

Passion & Commitment Improvements Needed Remarks

1 Working on our team inspires people to 0 1 2 3 4 5

do their best.

2 My team has a strong sense of 0 1 2 3 4 5

accomplishment relative to our work.

3 People are proud to be part of our team. 0 1 2 3 4 5

4 Team members frequently go beyond 0 1 2 3 4 5

what is required and do not hesitate to
take initiative.

5 As a team, we work to attract and retain 0 1 2 3 4 5

top performers.

6 Our team is excited about the 0 1 2 3 4 5

contribution it is making to the
organization's competitive viability.

7 My team is proud of its 0 1 2 3 4 5

accomplishments and optimistic about
the future.

Skills & Learning Improvements Needed Remarks

1 We have the skills we need to do our 0 1 2 3 4 5

jobs effectively.

70
2 We always ask ourselves, "How can we 0 1 2 3 4 5
do better tomorrow what we did
today?"

3 As a team, we are continually working to 0 1 2 3 4 5

improve cycle time, speed to market,
customer responsiveness, or other key
performance indicators.

4 We view everything, even mistakes, as 0 1 2 3 4 5

opportunities for learning and growth.

5 We use various forms of training to keep 0 1 2 3 4 5

our skills up-to-date.

6 Team members embrace continuous 0 1 2 3 4 5

improvement as a way of life.

7 Team members work to ensure we are 0 1 2 3 4 5

using best practice methods.

GIZ Project on: Assessment of Skills and Knowledge Gap of

Resource persons at ETIDI
(With specific focus on resource efficiency/management -Chemical, Energy, Water, Waste&
Materials)

Questionnaire for Assessing Individuals Working on Supporting

Chemical Resource Efficiency Improvement of Textile Factories

Dear Respondents,
This questionnaire is designed to help in assessing the performance of Individuals Working on
Supporting Chemical Resource Efficiency Improvement of Textile Factories. It is structured
so as to review the necessary knowledge and skills deemed relevant for providing successful
services.

Thus, for each question below, please circle/mark/ highlight in the appropriate scale that you
believe would best describe the level of improvements needed for each question presented

71
 below. Please use the remarks section to highlight any additional information
strengthening your responses.

Thank you for your Cooperation!

Name of respondent: _______________________ Age: ________ Gender: ________

Position _____________________________
Department in the Organization: _______________________________
Contact Address: (Phone number and email) ______________________________
Date: ______________________

Description of Assessment Scale

0: Not at all 1: Minor 2: Slight 3: Moderate 4: Substantial 5: Major

Research Improvements Needed Remarks

1 Research methodology 0 1 2 3 4 5

2 Information& data collection and 0 1 2 3 4 5

validation

3 Interpretation of information 0 1 2 3 4 5

4 Problem solving approach/skills 0 1 2 3 4 5

5 Dissemination (presentation skills, 0 1 2 3 4 5

participation in conferences, seminars,
publication)

6 Research proposal preparation 0 1 2 3 4 5

Any other relevant competence? Please 0 1 2 3 4 5

specify

Consultancy/Technical support Improvements Needed Remarks

1 Information& data collection and validation 0 1 2 3 4 5

(checklists, instruments)

2 Information processing & data analysis 0 1 2 3 4 5

72
 (Analysis methodologies, lab skills
&software)

3 Strategic approach & problem-solving skills 0 1 2 3 4 5

(Showing strategic implications of solutions)

4 Knowhow on appropriate technologies and 0 1 2 3 4 5

application considerations (practical
implementation skills)

5 Coaching, mentoring & supervisory skills 0 1 2 3 4 5

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Training Improvements Needed Remarks

1 Principles of adult learning 0 1 2 3 4 5

2 Content preparation 0 1 2 3 4 5

3 Content presentation techniques 0 1 2 3 4 5

4 Assessment of training effectiveness 0 1 2 3 4 5

5 Delivery in different formats (audio, video, 0 1 2 3 4 5

etc) and on different platforms (virtual)

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Generic Skills Improvements Needed Remarks

1 Inter-personal skills (communication) 0 1 2 3 4 5

2 Project management (Planning, monitoring & 0 1 2 3 4 5

evaluation)

3 Public speaking 0 1 2 3 4 5

4 Team work 0 1 2 3 4 5

5 Leadership 0 1 2 3 4 5

73
6 Decision analysis techniques (economic 0 1 2 3 4 5
modeling, cost benefit analysis, & multi-
criteria decision analysis)

7 IT skills & software (design, analysis & 0 1 2 3 4 5

simulation)

8 Use of statistical tools 0 1 2 3 4 5

9 Benchmarking study & implementation 0 1 2 3 4 5

Any other relevant competence? Please 0 1 2 3 4 5

specify.

Specialized Knowledge & Skills Improvements Needed Remarks

1 Knowledge and application practice of 0 1 2 3 4 5

regulatory requirements (national legislations,
international agreements, standards / initiatives,
code of conducts) related with chemical
management in textile industry

2 Understanding the role of chemicals in the 0 1 2 3 4 5

textile industry.

3 Identifying the nature and hazards related with 0 1 2 3 4 5

chemicals in textile processing

4 General framework of chemical management 0 1 2 3 4 5

system (for instance ZDHC requirements)

5 Understanding and application capability of 0 1 2 3 4 5

Globally Harmonized System (GHS) of
Classification and Labeling of Chemicals (GHS
label, pictogram, classification system, Hazard
(H) statement etc)

6 Familiarity with the use and important 0 1 2 3 4 5

components of safety data sheet.
Understanding of how SDS is managed or
applied

7 Developing and applying standard chemical 0 1 2 3 4 5

inventory at textile companies to manage their

74
 chemicals

8 Ability to apply good chemical procurement 0 1 2 3 4 5

practices and identify reputable chemical
suppliers based on concrete selection criteria.

9 Awareness of priority chemicals groups (e.g 0 1 2 3 4 5

ZDHC MRSL, brand’s RSL) in textile sector. Do
you know how to substitute hazardous
chemicals with alternative chemicals?

10 Experience in conducting chemical risk 0 1 2 3 4 5

assessment. Application of different risk
assessment methods or tools.

11 Ability to analyze and document the findings 0 1 2 3 4 5

of risk assessment.

12 Ability to identify or assess control gaps and 0 1 2 3 4 5

apply hierarchy of chemical hazard/risk control
measures

13 Understanding how to select, use, store and 0 1 2 3 4 5

clean/maintain personal protective equipment
(PPE) while working with textile chemicals

14 Understanding and application of safe 0 1 2 3 4 5

chemical handling, storage and transportation
practices including assessing compatibility of
chemicals.

15 Ability to prepare and implement emergency 0 1 2 3 4 5

response plan. Knowledge of preventing and
responding to common emergencies such as
fire and chemical spills

16 Knowledge of managing chemical wastes 0 1 2 3 4 5

including safe disposal

17 Ability to use critical thinking methodologies 0 1 2 3 4 5

such as Root Cause Analysis (5WHY’s, fish bone
method), SWOT analysis, decision tree etc to
improve problem-solving abilities

75
18 Ability to apply international applicable best 0 1 2 3 4 5
practices and bench mark values to manage
chemicals

19 Knowledge and skill of selecting and applying 0 1 2 3 4 5

Best Available Technologies (BATs) identified
for chemical use optimization in textile
industry.

20 Awareness of chemical analysis- basic 0 1 2 3 4 5

analytical processes such as sampling, sample
preparation, measurement, evaluation,
statistics and reporting

21 Ability to conduct chemical purity and 0 1 2 3 4 5

performance evaluation test for textile
chemicals

22 Any other relevant competence? Please 0 1 2 3 4 5

specify.

GIZ Project on: Assessment of Skills and Knowledge Gap of

Resource persons at ETIDI
(With specific focus on resource efficiency/management -Chemical, Energy, Water, Waste&
Materials)

Questionnaire for Assessing Individuals Working on Supporting

Energy Resource Efficiency Improvement of Textile Factories

Dear Respondents,
This questionnaire is designed to help in assessing the performance of Individuals/teams
working on Supporting Energy Resource Efficiency Improvement of Textile Factories. It is
structured so as to review the necessary knowledge and skills deemed relevant for providing
successful services.

Thus, for each question below, please circle/mark/ highlight in the appropriate scale that you
believe would best describe the level of improvements needed for each question presented

76
 below. Please use the remarks section to highlight any additional information
strengthening your responses.

Thank you for your Cooperation!

Name of respondent: _______________________ Age: ________ Gender: ________

Position _____________________________
Department in the Organization: _______________________________
Contact Address: (Phone number and email) ______________________________
Date: ______________________

Description of Assessment Scale

0: Not at all 1: Minor 2: Slight 3: Moderate 4: Substantial 5: Major

Research Improvements Needed Remarks

1 Research methodology 0 1 2 3 4 5

2 Information& data collection and 0 1 2 3 4 5

validation

3 Interpretation of information 0 1 2 3 4 5

4 Problem solving approach/skills 0 1 2 3 4 5

5 Dissemination (presentation skills, 0 1 2 3 4 5

participation in conferences, seminars,
publication)

6 Research proposal preparation 0 1 2 3 4 5

Any other relevant competence? Please 0 1 2 3 4 5

specify

Consultancy/Technical support Improvements Needed Remarks

1 Information& data collection and validation 0 1 2 3 4 5

(checklists, instruments)

77
 2 Information processing & data analysis 0 1 2 3 4 5

(Analysis methodologies, lab skills

&software)

3 Strategic approach & problem-solving skills 0 1 2 3 4 5

(Showing strategic implications of solutions)

4 Knowhow on appropriate technologies and 0 1 2 3 4 5

application considerations (practical
implementation skills)

5 Coaching, mentoring & supervisory skills 0 1 2 3 4 5

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Training Improvements Needed Remarks

1 Principles of adult learning 0 1 2 3 4 5

2 Content preparation 0 1 2 3 4 5

3 Content presentation techniques 0 1 2 3 4 5

4 Assessment of training effectiveness 0 1 2 3 4 5

5 Delivery in different formats (audio, video, 0 1 2 3 4 5

etc) and on different platforms (virtual)

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Generic Skills Improvements Needed Remarks

1 Inter-personal skills (communication) 0 1 2 3 4 5

2 Project management (Planning, monitoring & 0 1 2 3 4 5

evaluation)

3 Public speaking 0 1 2 3 4 5

4 Team work 0 1 2 3 4 5

78
5 Leadership 0 1 2 3 4 5

6 Decision analysis techniques (economic 0 1 2 3 4 5

modeling, cost benefit analysis, & multi-
criteria decision analysis)

7 IT skills & software (design, analysis 0 1 2 3 4 5

&simulation)

8 Use of statistical tools 0 1 2 3 4 5

9 Benchmarking study & implementation 0

Any other relevant competence? Please 0 1 2 3 4 5

specify.

Specialized Knowledge & Skills Improvements Needed Remarks

1 Knowledge and application practice of 0 1 2 3 4 5

regulatory requirements (national legislations,
international agreements, standards / initiatives,
best practices) related with energy performance
of textile processes

2 Knowledge and application practice of energy 0 1 2 3 4 5

performance related benchmarking

3 Collecting and analyzing factory's energy usage 0 1 2 3 4 5

data, ability to process large amounts of data &
utilization of modeling software

4 Evaluating the amount of energy wastage as a 0 1 2 3 4 5

result of using inefficient energy resources.

5 Ability to use critical thinking methodologies 0 1 2 3 4 5

such as Root Cause Analysis (5WHY’s, fish bone
method), SWOT analysis, decision tree etc to
improve problem-solving abilities

6 Knowledge on alternative energy technologies, 0 1 2 3 4 5

market & trend.

7 Identify areas where energy consumption can 0 1 2 3 4 5

be reduced, identifying and evaluating viable
options to reduce companies’ energy

79
 consumption.

8 Formulating effective energy management 0 1 2 3 4 5

plans for companies

9 Communicate options effectively with client 0 1 2 3 4 5

and ensure that proposed interventions are
being implemented

10 Knowledge on energy performance of facility 0 1 2 3 4 5

and industrial processes

11 Knowledge on energy fundamentals (Thermal 0 1 2 3 4 5

& Electrical) and energy metrics

12 Energy measurement and verification 0 1 2 3 4 5

techniques, equipment and protocols

13 Energy management system concepts (e.g., 0 1 2 3 4 5

ISO 50001)

14 Any other relevant competence? Please 0 1 2 3 4 5

specify.

GIZ Project on: Assessment of Skills and Knowledge Gap of

Resource persons at ETIDI
(With specific focus on resource efficiency/management -Chemical, Energy, Water, Waste&
Materials)

Questionnaire for Assessing Individuals Working on Supporting

Material Resource Efficiency Improvement of Textile Factories

Dear Respondents,
This questionnaire is designed to help in assessing the performance of Individuals/teams
working on Supporting Material Resource Efficiency Improvement of Textile Factories. It is
structured so as to review the necessary knowledge and skills deemed relevant for providing
successful services.

80
 Thus, for each question below, please circle/mark/ highlight in the appropriate scale that you
believe would best describe the level of improvements needed for each question presented
below. Please use the remarks section to highlight any additional information
strengthening your responses.

Thank you for your Cooperation!

Name of respondent: _______________________ Age: ________ Gender: ________

Position _____________________________
Department in the Organization: _______________________________
Contact Address: (Phone number and email) ______________________________
Date: ______________________

Description of Assessment Scale

0: Not at all 1: Minor 2: Slight 3: Moderate 4: Substantial 5: Major

Research Improvements Needed Remarks

1 Research methodology 0 1 2 3 4 5

2 Information& data collection and 0 1 2 3 4 5

validation

3 Interpretation of information 0 1 2 3 4 5

4 Problem solving approach/skills 0 1 2 3 4 5

5 Dissemination (presentation skills, 0 1 2 3 4 5

participation in conferences, seminars,
publication)

6 Research proposal preparation 0 1 2 3 4 5

Any other relevant competence? Please 0 1 2 3 4 5

specify

Consultancy/Technical support Improvements Needed Remarks

1 Information& data collection and validation 0 1 2 3 4 5

81
 (checklists, instruments)

2 Information processing & data analysis 0 1 2 3 4 5

(Analysis methodologies, lab skills

&software)

3 Strategic approach & problem-solving skills 0 1 2 3 4 5

(Showing strategic implications of solutions)

4 Knowhow on appropriate technologies and 0 1 2 3 4 5

application considerations (practical
implementation skills)

5 Coaching, mentoring & supervisory skills 0 1 2 3 4 5

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Training Improvements Needed Remarks

1 Principles of adult learning 0 1 2 3 4 5

2 Content preparation 0 1 2 3 4 5

3 Content presentation techniques 0 1 2 3 4 5

4 Assessment of training effectiveness 0 1 2 3 4 5

5 Delivery in different formats (audio, video, 0 1 2 3 4 5

etc) and on different platforms (virtual)

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Generic Skills Improvements Needed Remarks

1 Inter-personal skills (communication) 0 1 2 3 4 5

2 Project management (Planning, monitoring & 0 1 2 3 4 5

evaluation)

3 Public speaking 0 1 2 3 4 5

82
4 Team work 0 1 2 3 4 5

5 Leadership 0 1 2 3 4 5

6 Decision analysis techniques (economic 0 1 2 3 4 5

modeling, cost benefit analysis, & multi-
criteria decision analysis)

7 IT skills & software (design, analysis & 0 1 2 3 4 5

simulation)

8 Use of statistical tools 0 1 2 3 4 5

9 Benchmarking study & implementation 0

Any other relevant competence? Please 0 1 2 3 4 5

specify.

Specialized Knowledge & Skills Improvements Needed Remarks

1 Regulatory requirements (national legislations, 0 1 2 3 4 5

international agreements,
standards/initiatives, code of conducts) related
with material management in textile industry

2 Awareness and knowledge of supplier 0 1 2 3 4 5

management (so as to reduce lead time,
inventory costs & material damage)

3 Awareness and knowledge of applicable best 0 1 2 3 4 5

practices and bench mark values to improve
textile raw material handling& utilization

4 Familiarity with good purchasing practices and 0 1 2 3 4 5

criteria for selecting raw materials & suppliers

5 Knowledge and application capability in 0 1 2 3 4 5

material requirements planning (MRP)

6 Knowledge and application capability in 0 1 2 3 4 5

inventory management system

7 Knowledge and implementation capability in 0 1 2 3 4 5

effective material store management

83
8 Knowledge of MRP & inventory management 0 1 2 3 4 5
systems/ software

9 Knowledge and application capability of 0 1 2 3 4 5

methods of reducing textile wastes/defects in
the value chain of textile production.

10 Ability to use critical thinking methodologies 0 1 2 3 4 5

such as Root Cause Analysis (5WHY’s, fish bone
method), SWOT analysis, decision tree etc to
improve problem-solving abilities

11 Understanding of the concept of circular 0 1 2 3 4 5

production in textile industry.

12 Ability to apply the concept of material 0 1 2 3 4 5

efficiency and efficient design in textile
processing.

13 Knowledge and ability to conduct process 0 1 2 3 4 5

optimization throughout the textile value chain

14 Knowledge and experience in using process 0 1 2 3 4 5

control techniques (statistical process control
&quality management tools)

15 Knowledge and application capability of kaizen 0 1 2 3 4 5

(to improve material storage & utilization
effectiveness)

16 Any other relevant competence? Please 0 1 2 3 4 5

specify.

GIZ Project on: Assessment of Skills and Knowledge Gap of

Resource persons at ETIDI
(With specific focus on resource efficiency/management -Chemical, Energy, Water, Waste&
Materials)

Questionnaire for Assessing Individuals Working on Supporting

Water Resource Efficiency Improvement of Textile Factories

84
 Dear Respondents,
This questionnaire is designed to help in assessing the performance of Individuals/teams working on
Supporting Water Resource Efficiency Improvement of Textile Factories. It is structured so as to
review the necessary knowledge and skills deemed relevant for providing successful services.

Thus, for each question below, please circle/mark/ highlight in the appropriate scale that you believe
would best describe the level of improvements needed for each question presented below. Please use
the remarks section to highlight any additional information strengthening your responses.

Thank you for your Cooperation!

Name of respondent: _______________________ Age: ________ Gender: ________

Position _____________________________
Department in the Organization: _______________________________
Contact Address: (Phone number and email) ______________________________
Date: ______________________

Description of Assessment Scale

0: Not at all 1: Minor 2: Slight 3: Moderate 4: Substantial 5: Major

Research Improvements Needed Remarks

1 Research methodology 0 1 2 3 4 5

2 Information& data collection and 0 1 2 3 4 5

validation

3 Interpretation of information 0 1 2 3 4 5

4 Problem solving approach/skills 0 1 2 3 4 5

5 Dissemination (presentation skills, 0 1 2 3 4 5

participation in conferences, seminars,
publication)

6 Research proposal preparation 0 1 2 3 4 5

Any other relevant competence? Please 0 1 2 3 4 5

specify

85
 Consultancy/Technical support Improvements Needed Remarks

1 Information& data collection and validation 0 1 2 3 4 5

(checklists, instruments)

2 Information processing & data analysis 0 1 2 3 4 5

(Analysis methodologies, lab skills

&software)

3 Strategic approach & problem-solving skills 0 1 2 3 4 5

(Showing strategic implications of solutions)

4 Knowhow on appropriate technologies and 0 1 2 3 4 5

application considerations (practical
implementation skills)

5 Coaching, mentoring & supervisory skills 0 1 2 3 4 5

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Training Improvements Needed Remarks

1 Principles of adult learning 0 1 2 3 4 5

2 Content preparation 0 1 2 3 4 5

3 Content presentation techniques 0 1 2 3 4 5

4 Assessment of training effectiveness 0 1 2 3 4 5

5 Delivery in different formats (audio, video, 0 1 2 3 4 5

etc) and on different platforms (virtual)

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Generic Skills Improvements Needed Remarks

1 Inter-personal skills (communication) 0 1 2 3 4 5

2 Project management (Planning, monitoring & 0 1 2 3 4 5

evaluation)

86
3 Public speaking 0 1 2 3 4 5

4 Team work 0 1 2 3 4 5

5 Leadership 0 1 2 3 4 5

6 Decision analysis techniques (economic 0 1 2 3 4 5

modeling, cost benefit analysis, & multi-
criteria decision analysis)

7 IT skills & software (design, analysis & 0 1 2 3 4 5

simulation)

8 Use of statistical tools 0 1 2 3 4 5

9 Benchmarking study & implementation 0 1 2 3 4 5

Any other relevant competence? Please 0 1 2 3 4 5

specify.

Specialized Knowledge & Skills Improvements Needed Remarks

1 Knowledge and application practice of 0 1 2 3 4 5

regulatory requirements (national legislations,
international agreements, standards / initiatives,
code of conducts) related with water
management in textile processes

2 Understanding water treatment processes and 0 1 2 3 4 5

technologies for textile processing.

3 Awareness on process water quality monitoring 0 1 2 3 4 5

practices and associated testing methods to
analyze basic parameters.

4 Knowledge and skill to operate and monitor 0 1 2 3 4 5

the performance of water treatment plant

5 Ability to apply water use management and 0 1 2 3 4 5

monitoring tools or systems such as water
metering, water balance calculation, level
sensors, leakage alerts, flow control etc.

6 Evaluating the amount of water wastage as a 0 1 2 3 4 5

87
 result of using inefficient water resources.

7 Knowledge of applying international applicable 0 1 2 3 4 5

best practices and bench mark values to
conserve water in textile industry

8 Identifying and applying water saving 0 1 2 3 4 5

opportunities (application of 3Rs) or water
saving measures in textile industry?

9 Ability to use critical thinking methodologies 0 1 2 3 4 5

such as Root Cause Analysis (5WHY’s, fish bone
method), SWOT analysis, decision tree etc to
improve problem-solving abilities

10 Knowledge of maintaining water distribution 0 1 2 3 4 5

framework and treatment plant

11 Formulating effective water management plan 0 1 2 3 4 5

for companies

12 Any other relevant competence? Please 0 1 2 3 4 5

specify.

GIZ Project on: Assessment of Skills and Knowledge Gap of

Resource persons at ETIDI
(With specific focus on resource efficiency/management -Chemical, Energy, Water, Waste&
Materials)

Questionnaire for Assessing Individuals Working on Supporting

Waste Management Improvement of Textile Factories

Dear Respondents,
This questionnaire is designed to help in assessing the performance of Individuals Working on
Supporting Waste Management Improvement of Textile Factories. It is structured so as to review the
necessary knowledge and skills deemed relevant for providing successful services.

Thus, for each question below, please circle/mark/ highlight in the appropriate scale that you believe
would best describe the level of improvements needed for each question presented below. Please use
the remarks section to highlight any additional information strengthening your responses.

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 Thank you for your Cooperation!

Name of respondent: _______________________ Age: ________ Gender: ________

Position _____________________________
Department in the Organization: _______________________________
Contact Address: (Phone number and email) ______________________________
Date: ______________________

Description of Assessment Scale

0: Not at all 1: Minor 2: Slight 3: Moderate 4: Substantial 5: Major

Research Improvements Needed Remarks

1 Research methodology 0 1 2 3 4 5

2 Information& data collection and 0 1 2 3 4 5

validation

3 Interpretation of information 0 1 2 3 4 5

4 Problem solving approach/skills 0 1 2 3 4 5

5 Dissemination (presentation skills, 0 1 2 3 4 5

participation in conferences, seminars,
publication)

6 Research proposal preparation 0 1 2 3 4 5

Any other relevant competence? Please 0 1 2 3 4 5

specify

Consultancy/Technical support Improvements Needed Remarks

1 Information& data collection and validation 0 1 2 3 4 5

(checklists, instruments)

2 Information processing & data analysis 0 1 2 3 4 5

(Analysis methodologies, lab skills

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 &software)

3 Strategic approach & problem-solving skills 0 1 2 3 4 5

(Showing strategic implications of solutions)

4 Knowhow on appropriate technologies and 0 1 2 3 4 5

application considerations (practical
implementation skills)

5 Coaching, mentoring & supervisory skills 0 1 2 3 4 5

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Training Improvements Needed Remarks

1 Principles of adult learning 0 1 2 3 4 5

2 Content preparation 0 1 2 3 4 5

3 Content presentation techniques 0 1 2 3 4 5

4 Assessment of training effectiveness 0 1 2 3 4 5

5 Delivery in different formats (audio, video, 0 1 2 3 4 5

etc) and on different platforms (virtual)

6 Any other relevant competence? Please 0 1 2 3 4 5

specify.

Generic Skills Improvements Needed Remarks

1 Inter-personal skills (communication) 0 1 2 3 4 5

2 Project management (Planning, monitoring & 0 1 2 3 4 5

evaluation)

3 Public speaking 0 1 2 3 4 5

4 Team work 0 1 2 3 4 5

5 Leadership 0 1 2 3 4 5

6 Decision analysis techniques (economic 0 1 2 3 4 5

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 modeling, cost benefit analysis, & multi-
criteria decision analysis)

7 IT skills & software (design, analysis & 0 1 2 3 4 5

simulation)

8 Use of statistical tools 0 1 2 3 4 5

9 Benchmarking study & implementation 0 1 2 3 4 5

Any other relevant competence? Please 0 1 2 3 4 5

specify.

Specialized Knowledge & Skills Improvements Needed Remarks

1 Knowledge and application practice of 0 1 2 3 4 5

regulatory requirements (national legislations,
international agreements, standards / initiatives,
code of conducts) related with waste
/environment management in textile industry

2 Understanding and implementing 0 1 2 3 4 5

management system (e.g EMS ISO 14001)?

3 Knowledge to develop and implement 0 1 2 3 4 5

Environmental Management Plan (EMP)

4 Ability to apply management systems auditing- 0 1 2 3 4 5

ISO 19011.

5 Understanding sources, classification and 0 1 2 3 4 5

characteristics of wastes generated from
textile industry.

6 Ability to select and apply hierarchy of waste 0 1 2 3 4 5

management and waste valorization
techniques

7 Knowledge of textile waste recycling and the 0 1 2 3 4 5

concept of circular production in textile
industry.

8 Understanding wastewater treatment 0 1 2 3 4 5

processes/ technologies and basics of

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 designing ETP

9 Ability to monitor and optimize the operation 0 1 2 3 4 5

of effluent treatment plant (ETP)

10 Knowledge of applying hazardous waste 0 1 2 3 4 5

management practices/technologies including
sludge treatment and disposal mechanisms

11 Understanding and applying methods of 0 1 2 3 4 5

preventing and controlling varieties of gas
emissions in textile industry.

12 Ability to track, monitor and apply GHG 0 1 2 3 4 5

reduction practice or methods in textile
industry

13 Knowledge of applying Measurement, 0 1 2 3 4 5

Recording and Verification (MRV) system to
reduce GHG emission

14 Ability to use critical thinking methodologies 0 1 2 3 4 5

such as Root Cause Analysis (5WHY’s, fish bone
method), SWOT analysis, decision tree etc to
improve problem-solving abilities

15 Awareness of chemical analysis- basic 0 1 2 3 4 5

analytical processes such as sampling, sample
preparation, measurement, evaluation,
statistics and reporting for analyzing
wastewater, sludge and air emission.

16 Any other relevant competence? Please 0 1 2 3 4 5

specify.

GIZ Project on: Assessment of Skills and Knowledge Gap of

Resource persons at ETIDI
(With specific focus on resource efficiency/management -Chemical, Energy, Water, Waste&
Materials)

Interview questions for assessing the activities or performances of the

Environmental Laboratory.

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Target group: Environmental Analyst team

This interview questions are designed to help in assessing the current status and activities of
the environmental laboratory at your organization w.r.t supporting the sustainability issues. It
is structured so as to allow review the activities, processes, competence, infrastructures,
systems and scope of service of the laboratory.

Thus, please genuinely respond to the interviewer questions on the gaps that are occurring at
the laboratory.
Thank you for your Cooperation!

List of questions:
 Is the human resource deployed for the laboratory work enough for all the laboratory activities?
----------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
 How do describe the testing services provided by your laboratory to address environmental
sustainability?
----------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------
 How do you evaluate the laboratory in terms of fulfilling the infrastructures, good laboratory
practices/systems?
----------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------
 Describe the level of application of quality control, method validation processes and data
analysis and statistical tools.
----------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------
 What capacity gaps (practical skill) do you have to provide the testing services or accomplish
your tasks?
----------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------
 Please specify any gaps/challenges related with laboratory operation
-------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------

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 -End-

ZELS Management Consulting Plc

Address: Yeka Sub City, W.13, H.No. B 006/09,
Addis Ababa, Ethiopia
Tel: +251-911-844670 / +251-944-054448
E-mail: zelsplc@gmail.com

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