in our communities, we are committed to building thriving communities by 2020, and through Plan W we're working to improve gender equality in the workplace and service standards in the hospitality industry, grow skills in the communities in which Diageo operates, and raise awareness among our consumers. We've trained over 164,000 women, indirectly impacting over 823,000 people. Training is increasing access to jobs, increasing income, increasing confidence levels, strengthening hospitality workforce delivering shared value for the company, and earning positive trust and reputation for Diageo.
We are increasing our work in farmers in raw materials, in Kenya the team at EABL has implemented enterprise development, supply chain and marketing practices that empower women, recruiting and supporting over 30,000 farmers as part of the commercialization of our value chain over 7 years, of which more than 50% are women farmers, agents and aggregators. this has helped to commercialise Sorghum from a subsistence crop and provide greater financial empowerment to women
Hester le Roux said:
Referring to this extract from the WEP CEO statement: “Equal treatment of women and men is not just the right thing to do – it is also good for business. The full participation of women in our enterprises and in the larger community makes sound business sense now and in the future. A broad concept of sustainability and corporate responsibility that embraces women’s empowerment as a key goal will benefit us all.” - What are the main elements of the business case for women's empowerment for you, Georgie?
We have found that it's important to demonstrate the business case for creating shared value if possible in commercial or financial language that business stakeholders can understand, through savings, growth opportunities, reputational benefits, licence to operate and grow. We have developed some internal tools to help us do this such as the social impact framework but this is a work in progress