Poverty Footprint Study on how the Coca Cola - Oxfam America

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Zambia El Salvador Table: Participation of women as owners and workers in the Coca-Cola value chain in Zambia and El Salvador Figure 13: Participation of women as owners and workers in the Coca-Cola value chain in Zambia and El Salvador Smallholder schemes 16% N/A N/A 21% in Copperbelt Bottlers and 10% in Zambian Bottlers Sugar workers Sugar mills Other suppliers SABMiller bottlers 16% 7% in total (8% at Central Izalco and 4% at El Angel formal employees) N/A ILC 8% (In manufacturing, only 2.5%) 62 Exploring the links between international business and poverty reduction The Coca-Cola Company No female distributors of who operate a business alone N/A 33% Distributors Truck Drivers Retailers 2 out of 7 self-employed distributors N/A 85%
Mill work is also physically strenuous and demands long hours, and is therefore traditionally considered more appropriate for men. Despite the low rates of female employment, no overtly discriminatory practices were identified during routine audits. The Coca-Cola Company’s supplier standards require that the mills uphold internationally recognized nondiscrimination standards. Women in SABMiller’s bottlers Women are underrepresented in formal jobs at bottling plants in both countries. Despite strong policies requiring nondiscrimination, most bottling plant jobs are perceived as more appropriate for men given that they require physical strength. Other factors contributing to the low rates of female employment may include security challenges. The research revealed that formal jobs in the value chain are male dominated and that there is gendersegmentation by occupation, type of activity and level of seniority in the value chain. Despite formal policies to prevent discrimination against women in the workplace, women remain underrepresented. Several factors have led to this imbalance, one of which is the lack of security for workers who travel long distances to work. Recommendations for follow-up action Women in distribution and retail Women most often work in distribution as employees or alongside their husbands, and are less frequently the owners of the businesses. In Zambia, for example, husband-and-wife teams own and operate two of the country’s largest independent distributorships. Women in the distribution business interviewed for this study indicated they were concerned that they had fewer opportunities for advancement and business growth than men. They noted that the distribution business was particularly susceptible to crime and requires physical strength, presenting challenges for women. By contrast, women play a very significant role as owners and operators of small-scale retail outlets. In the cases where these outlets are attached to their homes, women are able to work while at the same time being in contact with their families. Of the approximately 64,000 retail outlets in El Salvador, an estimated 76 percent62 are owned or managed by women, and in Zambia, a third of the approximately 25,000 outlets are estimated to be women-owned. Both bottling plants offer training workshops for small retailers. Women retailers interviewed for this study reported that lack of access to credit limited their ability to grow their businesses. However, in El Salvador, women retailers reported having the same access to credit as their male counterparts. Establish focused business training and support for women in the Coca-Cola/SABMiller value chain to work toward more equal employment opportunities. Make further efforts to recruit women for nontraditional and senior management jobs. Consider ways to increase women business partners’ access to credit, taking into account the unique circumstances women face when running businesses in these communities. Research how operations and practices in the value chain empower or undermine small women farmers. Exploring the links between international business and poverty reduction 63
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Exploring the links between interna
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Contents About the organizations 4
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The Coca-Cola Company sustainabilit
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Exploring the links between interna
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Muhtar Kent Chairman and Chief Exec
Page 11 and 12: Graham Mackay Chief Executive SABMi
Page 13 and 14: ase of the pyramid, achieve a devel
Page 15 and 16: Recommendations for follow-up actio
Page 17 and 18: with the community includes not onl
Page 19 and 20: Exploring the links between interna
Page 21 and 22: The role of business in development
Page 23 and 24: It is projects such as this that co
Page 25 and 26: Zambia El Salvador Our approach Oxf
Page 29 and 30: Six percent of the population lives
Page 31 and 32: SABMiller’s role as bottler In Za
Page 33 and 34: Zambia El Salvador Figure 4: The Co
Page 35 and 36: The Coca-Cola/SABMiller value chain
Page 37 and 38: Zambia El Salvador In the absence o
Page 39 and 40: Table 8: Aggregate employment impac
Page 43 and 44: In all markets, with few exceptions
Page 45 and 46: Figure 9: Auditing in The Coca-Cola
Page 47 and 48: employment include some workers in
Page 49 and 50: El Salvador The highest wages in th
Page 51 and 52: Many people are hired during the su
Page 53 and 54: Investment in training and capacity
Page 55 and 56: The union is an excellent organizat
Page 59 and 60: Crime in El Salvador El Salvador fa
Page 61: 0 [When] we get out at night, we ar
Page 65 and 66: 0 Table 10: Sales by packaging type
Page 67 and 68: Table 12 Water use ratios at SABMil
Page 69 and 70: The Coca-Cola Company Sustainable P
Page 71 and 72: Product portfolio The Coca-Cola pro
Page 75 and 76: 0 Civil society groups encourage co
Page 77 and 78: According to The Coca-Cola Company
Page 79 and 80: Engage with NGOs and financial grou
Page 83 and 84: We also wish to thank the many stak
Page 85 and 86: 43. This was developed by the Unive
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Poverty Footprint Study on how the Coca Cola - Oxfam America

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