WUNRN
Stanford Social Innovation Review
http://www.ssireview.org/articles/entry/empowering_women_at_the_grassroots
Empowering Women at the
Grassroots – Call for Corporations to
Work with Grassroots NGO’s & Core Women’s Rights Issues
(Illustration by Stephanie Wunderlich)
Initiatives to develop the economic
potential of women are becoming a staple of corporate activity in many parts of
the world. But companies often overlook an important set of would-be
partners—locally rooted organizations that promote a multi-faceted approach to
women’s empowerment. Here’s a guide to cultivating partnerships that yield
lasting value.
By Marissa Wesely &
Dina Dublon - Spring 2015
In 2006, the Economist proclaimed that
women are “the world’s most underutilised resource.”1 Since then, a growing body of research has
reinforced the idea that the economic empowerment of women can significantly
boost productivity, reduce employee turnover, and promote the sustainable
development of consumer markets.
A Booz & Company study published in 2012
estimated that raising female employment to male levels could increase GDP by
34 percent in Egypt, by 12 percent in the United Arab Emirates, by 10 percent
in South Africa, and by 9 percent in Japan.2 The UN’s Food and Agricultural Organization
has projected that giving women the same access as men to resources such as
fertilizer and farm equipment could increase their productivity by 20 percent
to 30 percent and, in turn, boost agricultural output in developing countries
by 2.5 percent to 4 percent.3 Findings of this kind have spurred an increasing number
of global corporations to create programs designed to empower women
economically. Through such programs, corporate leaders aim to improve the
quality of their supply chains, enhance their access to talent, and increase
the productivity of their workforce.
Economic empowerment is, to be sure, a crucial
aspect of any significant push to make women full and equal participants in
their communities. Strengthening the economic role of women is also critical to
reducing poverty, improving health and education outcomes, and achieving other
broad development goals.4 And the programs created by corporations in recent years
to support this kind of empowerment—programs that provide women with skills,
mentoring, access to networks and markets, and financial resources—have no
doubt had a meaningful impact in many parts of the world.
Yet there is a growing recognition among
development experts of the need to link economic empowerment to programs that
address women’s empowerment in a more fundamental way.5 “Overcoming
gender inequality will not result from specific isolated programs, but from a
comprehensive approach that involves multiple sectors and stakeholders,” write
the authors of “Gender at Work,” a report issued in 2014 by the World Bank.6 In a similar
vein, a recent report commissioned by the Oak Foundation recommends an
“integrated approach” to confronting “the underlying human rights issues that
prevent women from realizing their full potential as economic agents.” Such an
approach, according to the report, requires the development of eight “building
blocks”—sources of empowerment that include not only “access to equitable and
safe employment,” but also “voice in society and policy influence,” “access to
and control over reproductive health and family formation,” and “social
protection and childcare.”7
These insights should prompt corporate
leaders to consider a vitally important question: How can they most effectively
deploy the millions of dollars that they are spending to broaden opportunities
for women? If their goal is to enable sustainable and transformative change in
women’s lives, they cannot focus exclusively on economic empowerment. Instead,
they must adopt approaches that take into account the social, cultural, legal,
and political barriers to full gender equality—approaches that have the potential
to shift gender norms in ways that extend beyond the world of work and
business. One way that they can do so, we believe, is to work with a group of
nongovernmental organizations (NGOs) that corporations often overlook:
grassroots women’s organizations (GWOs).
The term “grassroots women’s organizations”
encompasses locally based and (in most cases) women-led NGOs that have a
mission to empower women and advance women’s rights on multiple fronts. In our
use of the term, GWOs are distinct from international NGOs (INGOs)—most of them
based in the Global North—that work in fields such as economic development and
human rights. Some INGOs have local offices in developing countries and play a
critical role in addressing issues of women’s empowerment, but they often lack
the deep local knowledge and the experience with a wide array of gender issues
that characterize GWOs. Most GWOs operate in a single country or in a single
region of a country, and their work typically involves one or more of the
following activities: education about legal rights and political participation;
skills training for economic empowerment; education about, and access to,
reproductive and maternal health care; access to collective savings and credit
programs; and advocacy with regard to issues such as sexual violence and
property rights.
Recognizing the interconnectedness of issues
related to gender equality, some corporations are now partnering with GWOs to
extend the scope and enhance the impact of their economic empowerment programs.
(Although GWOs can vary dramatically in size, those that are suitable partners
for corporations tend to be relatively large and relatively well established.)
By looking at a sample of successful corporate-GWO collaborations and by
considering lessons that have emerged from those collaborations, we intend in
this article to chart a path that corporate leaders and their NGO counterparts
can follow to develop mutually beneficial partnerships.
Gender Equality and Shared Value
Today, much of the corporate funding for
women’s empowerment work comes from corporate foundations. As a result, that
work tends to reflect a donor-recipient relationship that limits its
effectiveness. By contrast, through partnerships with GWOs, companies can move
their women’s empowerment programs beyond corporate philanthropy and embed
those programs in their core business. They can initiate a strategy of “shared
value,” in other words—a strategy of “creating economic value in a way that
also creates value for society by addressing its needs and challenges,” as Michael E.
Porter and Mark R. Kramer explain in the 2011 article that
introduced that concept.8 In a shared value partnership, each party brings
different skills and resources to bear on developing programs that are more
powerful than any program that either partner could develop alone.
To date, corporations have tended to pursue
shared value strategies in the context of environmental sustainability. But
some companies, such as Unilever, have begun to see the empowerment of women as
an equally important element of a sustainable business model. When Unilever launched its
Sustainable Living Plan in 2010, the initial focus of the initiative
was on reducing the environmental impact of its operations. But starting in
2014, the company added several targets related to increasing opportunities for
women to the plan. That shift built partly on the model of Project Shakti, an
initiative of Hindustan Unilever that engages women in the company’s sales
force in rural India.9
The World Bank, in its report “Gender at
Work,” has also recognized the value of applying a shared value model to
private sector efforts to empower women. “Given emerging evidence on the
business case, the pursuit of gender equality by private sector firms is
increasingly understood as a win-win for women, companies, and their
communities. The payoffs imply that companies’ involvement in this agenda is
about more than philanthropy or corporate social responsibility,” the authors
of the report argue. “When companies help train, prepare, and support
vulnerable women and men to thrive in the world of work, they foster a kind of
economic value that can promote both company success and social progress
simultaneously.”10
Company leaders, meanwhile, are learning that
GWOs offer many advantages as partners in shared value initiatives.
Trusted community members | GWOs have developed broad and deep networks in the
communities where they operate and a high degree of trust among members of
those communities.
Strategic, culturally grounded players | GWOs understand the cultural, social, political, and
religious obstacles to creating change, and in many cases they have been
working for years on strategies to lower those barriers.
Experienced navigators | GWOs have extensive experience in steering their way
through local and national politics and in securing the support of those who
wield power.
Ancillary program providers | GWOs have a deep appreciation of the multi-faceted
issues that can affect the ability of women and girls to become full
participants in society, and they often offer programs that address those
issues—programs that cover skills development, violence prevention, education
about legal rights, and access to maternal and reproductive health care, among
other topics.
Cost-efficient partners | GWOs are highly efficient service providers,
especially in comparison with most American and European INGOs. They operate
within the cost structure of their home country, and they often effectively use
local volunteers to supplement the work of paid staff members.
Multinational Companies and Local Partners
By partnering with GWOs in programs designed
to create shared value, corporations increase the likelihood that their
programs will be not only financially and operationally sustainable, but also
transformative for women. Through their work with GWO partners, corporate
leaders are learning the value of listening to women in the communities
where they operate. Inspired by what they hear, moreover, many of them are
moving to expand their women’s empowerment programs in ways that go beyond an
exclusive focus on economic issues. As the following examples illustrate, such
corporate-GWO partnerships can take a wide range of forms.
Nestlé in the Ivory Coast | The Nestlé Cocoa
Plan, launched in 2009, is part of an effort by Nestlé to create shared value in its cocoa
supply chain. The goal of the plan is to improve the lives of cocoa farmers
while also improving the quality of Nestlé’s products. In 2010, for example,
the company began working with COPAZ, a women-run cocoa cooperative in the
Ivory Coast that has about 600 members. Agathe Vanier, the head of COPAZ, had
led a campaign to demonstrate that the inclusion of women in cocoa farming
could have a positive impact on their families and on the country as a whole.
(Vanier is also the head of the Association of Female Coffee-Cocoa Producers of
Sud-Bandama, an organization in the Ivory Coast that works to end traditions
that limit women’s access to land.) The advocacy and the efficiency of COPAZ
impressed Nestlé executives, who undertook a partnership that involves
providing the cooperative with high-yield, disease-tolerant cocoa seedlings and
a truck to facilitate cocoa deliveries, along with technical assistance and
financial advice.11
In early 2014, Nestlé announced that it would
expand its investment in women’s empowerment in the Ivory Coast. That move came
in response to a survey by the Fair Labor
Association of issues that affect Ivory Coast women who work in
Nestlé’s cocoa supply chain. As part of this new effort, the company intends to
pursue an impressive range of activities. These activities include training on
gender issues at all cooperatives that take part in the Nestlé Cocoa Plan,
promoting local women’s associations that are affiliated with the Nestlé supply
chain, registering the wives of male cocoa farmers as members of cocoa
cooperatives, and helping women to produce more food crops both for their families
and for sale.12
Abbott Laboratories in Afghanistan | Since 2005, the health-care company Abbott Laboratories and the Abbott Fund have worked in partnership
with two organizations—the Afghan Institute
of Learning (AIL), a GWO founded in 1995 by Sakena Yacoobi, and Direct Relief, a US-based nonprofit that
delivers medical assistance globally—to support the delivery of education and
health services to women and children in Afghanistan. Over that period, Abbott
has contributed nearly $5 million worth of medicine and nutritional products to
AIL, and the Abbott Fund has awarded more than $1.3 million in cash grants to
the organization.
Those contributions have helped AIL to
achieve a big impact. To date, the organization has provided health education
to nearly 1.5 million Afghans and quality medical services to nearly 1.5 million
patients; it has also offered in-depth workshops on women’s health to more than
8,000 people. One AIL program, for example, trains Afghan women to become
midwives and health-care providers for infants and children.13 Katherine
Pickus, divisional vice president for global citizenship and policy at Abbott,
notes the broad benefits to women and communities that have resulted from that
program: “What we found within a year of their completion of training is that
each and every midwife had a job and was making money for her family, investing
that money in their girls’ education, and really developing a cycle of
empowerment.”14
Coca-Cola in the Philippines | In 2010, Coca-Cola
launched 5by20,
an effort to support the economic empowerment of 5 million women entrepreneurs
who are part of the company’s global value chain. The Sari-Sari Store Training
and Access to Resources program (STAR) in the Philippines, implemented as part
of this initiative, is a multiyear partnership between Coca-Cola Philippines;
Coca-Cola FEMSA, its local bottling partner; and the Technical Education and
Skills Development Authority (TESDA), a Philippine government agency. Also
involved in the program are women’s NGOs, microfinance institutions, and local
government entities—more than 20 partners in all.
Filipino women have a strong presence in the
small-scale retail outlets, known as sari-sari stores, that make up one of
Coca-Cola’s main sales channels in that country. In recognition of that
presence, the STAR program offers three years of support to women who operate
such outlets. Local NGO partners provide much of that support, and it has three
basic components: training in both business skills and life skills, access to
resources such as microfinance and merchandising, and peer mentoring to help
the women develop skills and build confidence. Those NGO partners include GWOs
such as the Negros Women for Tomorrow Foundation,
a women-led organization that delivers microfinance and insurance products,
along with health and education services, to its predominantly female clients.15
According to Coca-Cola, the STAR program
reached more than 15,000 Filipino women in its first three years of
implementation.16 The company benefits from the program as well. In a
report on the 5by20 initiative issued by the Corporate Social
Responsibility Initiative at the Harvard Kennedy School, the
report’s authors note the value that corporations like Coca-Cola receive from
this kind of partnership: “NGOs can offer market insight, advisory services,
and capacity-building for women entrepreneurs and other underserved segments.”17
Kate Spade & Company in Rwanda | In early 2014, Kate Spade & Company announced
“on purpose,”
a initiative in which the company is partnering with a group of 150
artisans—most of them women—in Masoro, Rwanda. The aim of the initiative is to
support the development of a women-led business that will become a profitable
supplier to the company’s apparel and accessory brands. The initiative centers
on training the artisans in how to import raw materials and in how to create,
pack, ship, and invoice for finished products. But the effort extends beyond
business issues. In response to focus groups with the artisans, the company
plans to offer English language training, along with programs in reproductive
health and nutrition. Another participant in the partnership is a local NGO
that is training a local woman to counsel people in Masoro who may suffer from
post-traumatic stress disorder. (The legacy of the Rwandan genocide of the
1990s continues to affect many residents.) “We have a fundamental belief that
women are agents of change in their communities,” says Craig Leavitt, CEO of
Kate Spade & Company.
To evaluate the impact of this initiative on
the Masoro artisans and their village, Kate Spade & Company is
collaborating with the Akilah Institute
for Women, a college with campuses in Rwanda and Burundi. Ten Akilah
students, selected on the basis of both academic performance and financial
need, are conducting a community impact survey in Masoro. Employing these young
Rwandan women facilitates data collection for the company and also helps them
improve their fieldwork skills. In addition, the company is paying the women’s
school fees for one year. “Our work in Masoro is not about us,” Leavitt says.
“It’s about creating a new model that we strongly believe is transportable
around the world.”18
Avon Products in Brazil | Avon Products and
its foundation have long been active in addressing two issues of particular
interest to the women who make up most of its customer base and most of its
sales force: women’s health and domestic violence. A recent partnership between
Avon and Fundo ELAS, a Brazilian
women’s fund, illustrates the use of corporate-GWO collaboration to confront
the second of those issues. (Avon became aware of ELAS, and its experience in
working with Brazilian GWOs on projects related to domestic violence
prevention, through UN Women.) In the partnership, ELAS runs a competitive
process for selecting projects designed by GWOs, and Avon then finances those
projects. To date, the partners have awarded grants to 31 GWOs.
The selection process has favored a wide
variety of innovative approaches to the problem of domestic violence. One
project aims to create income-generating opportunities for women by
professionalizing activities (raising poultry, for example) that they already
perform. As a supplement to this economic empowerment work, the project also
includes workshops on how to reduce gender violence. Another project integrates
information on domestic violence into programs that use soccer (football) as a
vehicle for promoting social change. A third project funds a rock
festival—organized entirely by women—that highlights themes related to women’s
rights and domestic violence prevention.
Through ELAS, Avon is also helping to fund
capacity building at grantee organizations. Last year, for example, ELAS
organized a National Dialogue on Domestic Violence, a three-day meeting that
convened representatives from each of the 31 GWO grantees that Avon has funded.
The meeting focused on communication training and institutional development,
and it featured wide-ranging conversations with journalists, experts on
violence prevention, and leaders from donor organizations. At the end of the
meeting, the grantees jointly developed a strategy to use during 16 Days of Activism Against Gender Violence,
a global campaign that took place in late 2014.19
Finding the Right Partner
How can a corporation develop effective
partnerships with GWOs? Company leaders who seek to create programs that will
empower women in an integrated way face three essential tasks: locating
organizations with which to collaborate, building a framework for
collaboration, and assessing the results of that effort. (See “Partnership
Tips" below.)
The first challenge for a corporation is to
identify one or more GWOs with which it can partner. In many instances, the key
to success involves finding the right intermediary to help identify those GWO
partners. Each collaborative effort is distinct, involving a specific country
or a specific region, as well as specific strategies and goals. The right
intermediary will be one that has strong connections to GWOs that have
credibility with women in the communities that a corporation wishes to reach.
Although large development-focused INGOs can sometimes serve as connectors to
GWOs, there are limits to how effective they can be in that role. In fact, GWOs
and INGOs may even regard each other as competitors. Local INGO staff members,
for instance, are often unwilling to cede control over programs to GWOs. In
certain regions of the world, moreover, local residents may view INGO staff
members as unwelcome “outsiders”—a status that can undermine their
effectiveness and, in extreme cases, threaten their safety.
Women’s funds make up one important group of
potential intermediaries. The long-standing collaboration between Johnson & Johnson and the Global Fund for Women (GFW),
a US-based nonprofit that has funded GWOs for more than 25 years, offers a
notable example of such a relationship. For the past seven years, this
partnership has focused on helping mothers to survive childbirth and to have
healthy newborns. “We choose to work with GFW because of its ability to connect
to hard-to-reach women through their network of GWOs and community-based programs,”
says Chunmei Li, senior manager for worldwide corporate contributions at
Johnson & Johnson. “Global Fund for Women has an excellent record of
helping GWOs develop the capacity to grow and be sustainable.” In the past four
years alone, this collaboration has enabled J&J to support 12 GWOs that in
turn have trained nearly 4,000 traditional birth attendants in eight countries
with high maternal mortality rates: Bangladesh, Burkina Faso, Burundi, Ghana,
India, Mexico, Nigeria, and Tanzania. Through that effort, J&J and its GWO
partners have directly reached more than 35,000 women.20
Organizations such as GFW are able both to
identify local women’s groups and to vouch for them. They typically conduct
extensive due diligence on their grantees, and they often have many years of
experience in working with certain GWOs—not just as funders but also as
partners and advisors. For that reason, they are in an ideal position to assess
the capacity of those GWOs to engage in work with a corporate partner. Other
women’s funds that support GWOs include Mama Cash,
based in the Netherlands, and regional women’s funds such as the African Women’s Development Fund, Semillas (based in Mexico), and the South Asia Women’s Fund. The latter groups,
like Fundo ELAS, function both as GWOs in their own right and as connectors to
GWOs in their country or region.
Sometimes, multilateral agencies can play an
intermediary role, as UN Women
did in connecting Avon and Fundo ELAS. In other cases, a government partner may
prove to be a valuable connector to GWOs. In Coca-Cola’s 5by20 program, for
example, the Philippine government agency TESDA has helped link Coca-Cola with
local women’s NGOs and microfinance organizations. TESDA also jointly manages
the program with Coca-Cola Philippines and contributes training services,
meeting facilities, and staff time to the effort. Kate Spade & Company,
similarly, drew on the assistance of the Rwandan Ministry of Trade & Industry
to locate the community of artisans in Masoro. (Working with government
agencies—particularly those that have a mandate to advance women’s rights and
opportunities—can be beneficial. But doing so also carries the risk that
political pressures will limit the range of potential GWO partners.)
Large regional NGOs and NGOs with a specific
industry focus can also act as intermediaries, provided that they apply a
gender lens to their work and that they have deep connections to grassroots
organizations. Root Capital, a US-based
nonprofit agricultural lender, for example, launched an initiative called Women
in Agriculture in 2012, and through that initiative it supports a number of
women’s agricultural cooperatives and other women-run agricultural programs in
Latin America and Africa.21
Building the Right Structure
The framework of an effective corporate-GWO
partnership has much in common with the structure of a successful collective
impact initiative. In their Stanford
Social Innovation Review article on such initiatives, John Kania
and Mark Kramer posit five conditions for achieving collective impact: a common
agenda, shared measurement systems, mutually reinforcing activities, continuous
communication, and backbone support organizations.22 The collaboration model that we propose here
generally does not require a separate backbone organization, but the first four
of these conditions are critical to the success of a corporate-GWO partnership.
Developing a common agenda is especially
important—and by no means easy. The partners in a collaborative effort must
develop a nuanced understanding of program goals, and they must establish an
approach to communication and implementation that draws fully on each partner’s
skills and talents. According to Kania and Kramer, a collective impact
structure works “by encouraging each participant to undertake the specific set
of activities at which it excels in a way that supports and is coordinated with
the actions of others.”23 To reach that point, partners need to develop mutual
trust and respect, and that process may take a considerable amount of time to
unfold.
Kania and Kramer note that the lack of a
common vocabulary can hinder the development of a common agenda—a problem that
may be particularly salient in a corporate-GWO collaboration. A “women’s
rights” vocabulary, and the associated emphasis on changing gender norms, may
be unfamiliar to corporate leaders who see building women’s income-generating
capacity as an end in itself. Ongoing collaboration with intermediaries such as
GFW, Fundo ELAS, and other global or regional women’s funds can help to bridge
that gap. External assessments may also help corporations and their GWO
partners to frame issues and strategies at an early stage in a way that
resonates with both parties. In undertaking the Nestlé Cocoa Plan, for
instance, Nestlé asked the Fair Labor Association to assess women’s role in its
cocoa supply chain.
How corporations compensate their GWO
partners for services is another matter on which both parties must agree in
advance. In Coca-Cola’s STAR program, for example, the company’s Filipino NGO
partners received training, mentoring, and access to microfinance services, but
did not receive a fee for their work in facilitating the program. With other
programs in the 5by20 Initiative, however, Coca-Cola used a fee-for-service
model. In a recycling program in Brazil, for instance, the company paid its
local NGO partner to provide coaching and monitoring services for the recycling
collectives that joined the program.24 Similarly, in a partnership between Chevron and Fundo
ELAS in Brazil, the latter group received a fee to deliver a set of related
services: Along with helping to develop small, women-owned businesses in which
Chevron could invest, ELAS managed grantmaking to those businesses, provided
training and mentoring, and conducted monitoring and evaluation of the entire
effort. Avon, in its Brazil-based initiative, is funding ELAS to provide
communication training, assistance with institutional development, and other
forms of capacity building to grantees. In compensation for those services,
ELAS retains a small percentage of that funding.25 A s a rule, partnerships with GWOs appear to
work best when they involve a fee-for-service arrangement that can provide GWOs
both with an income stream and with clear incentives to implement and enhance a
program.
Evaluating the Results
Also critical to the success of a
corporate-GWO partnership is upfront agreement on how, and over what time
frame, the parties will measure the impact of their efforts. In most cases, the
best evaluation method will be one that measures not only the number of women
affected by the program, but also changes in attitudes and behavior, as well as
how those changes affect women’s personal and professional lives. (See “Gaining
an Edge" below.)
The International
Center for Research on Women (ICRW) is one group that works to
evaluate the impact of programs to empower women. Consider, for example, ICRW’s
evaluation of PACE (Personal
Advancement and Career Enhancement), a program launched by Gap in
2007. Partners in the PACE effort include the Swasti Health
Resource Center—an Indian NGO that provides program content,
implementation design, training, and quality assurance—and the humanitarian
organization CARE, which serves as an implementing partner. The program began
in India, and it now reaches more than 20,000 female garment workers in seven
countries.
PACE, a relatively early example of the
shared value model, is a workplace education program that teaches managerial,
organizational, and interpersonal skills to women garment workers. Through
PACE, participating workers acquire communication, time management, and
decision-making skills, as well as knowledge about topics such as legal rights,
financial security, and reproductive health. By including content related both
to women’s work and to their personal lives, the program addresses the issues
that women face in an integrated way.
From 2009 to 2013, ICRW conducted evaluations
of the program at six Gap-affiliated factory sites in five countries. Its
research went beyond simply counting the number of women who participated in
PACE, and it focused on answering two questions: How is the program changing
women’s personal lives? And how is it affecting their ability to contribute to
the businesses that are part of Gap’s supply chain? The evaluation found that
workers’ self-esteem and their sense of being able to meet personal goals had
both increased significantly since the start of the program. Workers’ belief in
their ability to produce quality work, to perform new tasks, to work as a team,
and to communicate with supervisors had increased as well. ICRW attributed the
success of PACE to three factors: The program is holistic; it is designed to
foster collaboration across sectors; and (largely as a result of the first two
factors) it is sustainable.26
In gauging the results of a corporate-GWO
partnership, the structure and sequencing of evaluation can matter a great
deal. What is the right baseline to use in measuring what a program has
achieved? Which short-term metrics will serve best as indicators of longer-term
changes in gender norms and behavior? And no less important, when should
evaluators begin their work? There is much truth in the corporate maxim “If you
can’t measure, you can’t manage,” but sometimes a carefully staged approach to
evaluation is in order. Leaders of Coca-Cola’s 5by20 initiative, for instance,
decided to wait until the third year of the STAR program in the Philippines
before implementing a monitoring and evaluation system for that program. That
system is now in place, and evaluators are gathering information on the
program’s social impact. According to an early report on the initiative,
evaluators planned to track not only the number of women entrepreneurs who are
receiving various types of support, but also “broader measures” that reflect
“decision-making power, multiplier effects on family health and education, and
the ability to give back to the community.”27
Collaborate Locally, Empower Globally
As companies like Avon, Coca-Cola, and Nestlé
are discovering, working with GWOs can be a powerful way to align corporate
economic empowerment programs with efforts to advance women’s rights at a
grassroots level. By working with these organizations, corporations can enhance
their ability to work in a holistic way on the challenges that prevent women
from realizing their full potential. In taking this approach, moreover, a
company can magnify the impact of its women’s empowerment programs not only on
the lives of women but also on the long-term well-being of their families and
their communities.
Moving to a more integrated approach to
empowering women globally may not be easy for many corporations. The social and
cultural issues that affect women’s ability to benefit from economic
empowerment programs may seem to lie outside their core business expertise. In
addition, those issues may appear to be too political for a large multinational
company to confront. But by listening to the women they seek to empower, many
corporate leaders have come to appreciate the relevance of those issues to the
goal of economic empowerment—and therefore to the goals of their business.
Programs designed to empower women have
enormous potential to help companies increase their access to talent, enhance
their productivity, and improve their supply chains. By embedding such programs
in local communities through partnerships with GWOs and by approaching women’s
empowerment in a multi-faceted, integrated way, a company can make an
investment in women that has the potential not just to affect individual lives
but to have a transformative, long-lasting effect on gender norms.
To date, more than 800 corporations have
signed on to the Women’s Empowerment Principles—a
set of seven principles developed by UN Women that offer guidance on advancing
the rights and opportunities of women in the workplace, in the marketplace, and
in their community. In recent decades, more and more corporate leaders have
found that their employees and their customers expect them to adopt
environmentally sustainable practices throughout their supply chains. Likewise,
many stakeholders (including impact investors who apply a gender lens to their
investment choices) now place a high value on a company’s efforts to empower
women in all parts of the organization, from the factory floor to the
boardroom. As stakeholders did in the case of environmental sustainability,
employees, customers, and others are urging leaders to promote women’s
empowerment both because of its business value and because it’s the right thing
to do.
Notes
1 “A Guide to Womenomics,”
The Economist, April 12, 2006, http://www.economist.com/node/6802551
2 Booz &
Company, “Empowering the Third Billion: Women and the World of Work in 2012,”
cited in the World Bank Group, “Gender at Work: A Companion to the World
Development Report on Jobs,” 2014, p. 8, http://www.worldbank.org/content/dam/Worldbank/document/Gender/GenderAtWork_web.pdf
3 Food and
Agriculture Organization of the United Nations, “The State of Food and
Agriculture 2010-11: Women in Agriculture: Closing the Gender Gap for
Development,” 2011, p. 5, http://www.fao.org/docrep/013/i2050e/i2050e.pdf
4 See the
World Bank Group, “World Development Report 2012: Gender Equality and
Development,” 2011, https://siteresources.worldbank.org/INTWDR2012/Resources/7778105-1299699968583/7786210-1315936222006/Complete-Report.pdf
5 See the
World Bank Group, “Voice and Agency: Empowering Women and Girls for Shared
Prosperity,” 2014, http://www.worldbank.org/en/topic/gender/publication/voice-and-agency-empowering-women-and-girls-for-shared-prosperity
6 “Gender
at Work,” p. 10.
7 Oak
Foundation, International Center for Research on Women, Dalberg Global
Development Advisors, and WITTER Ventures, “The Business Case for Women’s
Economic Empowerment: An Integrated Approach,” 2014, http://dalberg.com/documents/Business_Case_for_Womens_Economic_Empowerment.pdf
8 Michael
E. Porter and Mark R. Kramer, “Creating Shared
Value: How to Reinvent Capitalism—and Unleash a Wave of Innovation and Growth,”
Harvard Business Review, January-February 2011.
9 See
“Sustainable Living,” Unilever website, http://www.unilever.com/sustainable-living-2014
10 “Gender at Work,” p. 8.
11 See “Women’s Empowerment,” Nestlé website, http://www.nestle.com/csv/what-is-csv/women-empowerment
12 “Nestleì Action Plan on Women in the Cocoa Supply Chain (Update 2014),”
Nestlé website, http://www.nestle.com/asset-library/documents/creating-shared-value/responsible-sourcing/nestle-action-plan-women-in-cocoa-supply-chain-july-2014.pdf
13 “Sakena Yacoobi Earns Champion for Women’s Health Award,” Direct Relief
website, February 22, 2014, http://www.directrelief.org/2014/02/sakena-yacoobi-earns-champion-womens-health-award
14 Remarks by Kathy Pickus (lightly edited with her permission) at a panel
discussion, “Our Shared Opportunity: A Vision for Global Prosperity, Panel 3:
Deepening U.S. Government Engagement With the Private Sector on Development
Efforts,” Center for Strategic and International Studies, Washington, D.C.,
March 4, 2013, http://csis.org/files/attachments/130315_Panel_3_Transcript.pdf
15 “Negros Women for Tomorrow Foundation, Inc. (NWTF),” Kiva website, www.kiva.org/partners/145
16 Information provided by the Coca-Cola Company.
17 Beth Jenkins, Kara Valikai, and Piya Baptista, “The Coca-Cola Company’s
5by20 Initiative: Empowering Women Entrepreneurs Across the Value Chain,”
Corporate Social Responsibility Initiative at the Harvard Kennedy School and
Business Fights Poverty, 2013, http://www.hks.harvard.edu/m-rcbg/CSRI/CSRI_BusinessFightsPoverty_5by20Report_September2013.pdf
18 “Kate Spade & Company Launches New, Trade-Based Initiative to Empower
Women in Rwanda,” Kate Spade & Company website, May 8, 2014, http://www.katespadeandcompany.com/web/guest/2014news/-/journal_content/56/10123/24735764/2;
“Akilah Students Partner With Kate Spade New York," Akilah Institute
website, July 8, 2014, http://www.akilahinstitute.org/kate-spade;
additional information provided by Kate Spade & Company.
19 Information provided by Fundo ELAS.
20 Information provided by Johnson & Johnson and the Global Fund for
Women.
21 “Applying a Gender Lens to Agriculture: Farmers, Leaders, and Hidden
Influencers in the Rural Economy,” Root Capital, 2014, http://info.rootcapital.org/applying-gender-lens-to-agriculture
22 John Kania and Mark Kramer, “Collective Impact,” Stanford
Social Innovation Review, Winter 2011.
23 Ibid.
24 Jenkins, Valikai, and Baptista, “The Coca-Cola Company’s 5by20
Initiative.”
25 Information provided by Fundo ELAS.
26 “Advancing Women, Changing Lives: A Comprehensive Evaluation of the Gap
Inc. PACE Program,” the International Center for Research on Women, 2013, http://www.icrw.org/files/publications/PACE_Report_PRINT_singles_lo.pdf
27 Jenkins, Valikai, and Baptista, “The Coca-Cola Company’s 5by20
Initiative.” p. 26.