A diagnostic is crucial to understand where GBV manifests within a business and for its people. But diagnostics are often survey-type instruments which do not take into account lack of awareness and language. We encourage additional discussions through focus groups and sessions.
Additionally, a diagnostic should try to establish organisational readiness. Is there a budget? Will managers give the time? Is there psychological safety and trust? Have leaders done to work to set the tone and understand the change work necessary? Otherwise it becomes another tickbox intervention with policies that are not fit for purpose and are not trusted; as well as cultures, processes and procedures that are business as usual and not responsive to needs.
All of this is true @suzi.chinnery AND we have to recognise that the way we have been raised in society and the way we do business has not equipped us to do all of this. This often means we have to develop the language and build the capabilities for behaving differently and speaking up. Different people need different spaces to grapple with religious, cultural and business beliefs and practices. Some people need more time. All of this can only be supported by capable facilitators and coaches, while organisations build internal capacity.
Hi everyone, thanks for a great discussion on the topic!
I am Fouzia Nasreen and currently work as Gender Advisor to CASA TAF project implemented by TechnoServe. I am interested to hear about examples from this forum on how agro-based companies can be motivated to adopt actions targeting GBV in the context of women their supply chain network.
What are the incentives and how to present them?
Are there examples of outgrower schemes, aggregation models, etc. where GBV was actively integrated by companies to ensure a healthy supply chain?
What tools are out there that projects can use to motivate and incentivize companies to consider GBV issues in their supply chain?
Woolworths GBV work at Racecourse Gardens. We worked with full-time employees to hold sessions on what GBV in the world of work is, to understand what holds people back from acting on or discussing GBV, and to unpack what are the system issues that stop people from reporting or acting to prevent GBV. This led directly to understanding that TRUST is key for people to feel safe enough to discuss and act on GBV.
WW then implemented policy changes in response to employee needs, as well as reinforced TRUST as a foundation for all leaders top and middle-level.
We then trained self-selected champions on how to support peer discussions for individuals or collective spaces. We also trained them on reverse mentoring to advocate for changes to leaders. WW then established a champion forum that planned and implemented peer discussion spaces (led by champion and team leader) throughout the environment reaching 100% of employees full-time and contractees. Champions began receiving complaints and requests for assistance, forming a bridge to formal complaint systems or informal systems as desired by the complainant.
This work alone led to an increase in contacts related to GBV through champions, peer level actions and interventions to address incidents of GBV in the environment; a shared language on trust and understanding of GBV; improved leadership capabilities to build trust and safety; requests for more work and support from perpetrators and those struggling to align cultural and religious norms; shifts in respect for women leaders; shifts in respect for LGBTQI employees; and individual interventions at family or community level.
The next phase will look at building leadership capabilities, engaging supply chains and new environments like stores. The programme is called Shift The Needle and Beyond the Pledge by Womaniko Transforming Spaces.
investment in innovation spaces (Labs and Accelerators) because it takes times the best ways to work and issues in different industry contexts. It takes long-term work or engagement to develop evidence-based approaches and programmes.
working with business formations to build blue-prints and tools that can be applied across industries through the establishment of business standards and norms. This means encouraging businesses that do the work to become thought leaders and encourage others to do the same.
working with business schools to integrate this work into their qualifications and learning programmes.
working with government to establish incentives. In South Africa tax incentives + accessible tools have driven business investment in youth employment for example.
Trusting organisations, facilitators and consultants who know how to effectively do this work, the same way we trust big global consultancies.
Rikky thanks for all your thoughtful inputs - i am posting a link to Womaniko so that people can connect with you and your organisation! Associates – Womaniko
Great questions Fouzia, I did post the UN Women/Unilever womens safety framework in rural spaces - that was based on Unilever’s experience in the tea sector in Kenya. Definitely worth a look. I know there are other examples of action by companies in India and Sri Lanka also. Both CARE and BSR have run GBV programmes in these contexts. Also see this excellent briefing note (with more resources listed at the end) From BII and EBRD:https://toolkit.bii.co.uk/wp-content/uploads/2020/12/Addressing-Gender-Based-Violence-and-Harassment-GBVH-in-the-Agribusiness-Sector.pdf And pls keep us updated about your project.