In a short period of time, this New Jersey based organization expanded its goals in response to requests from the community to begin providing services to women facing violence and abuse. Founded in , Manavi meaning 'primal woman' in Sanskrit was the first organization in the U. S to specifically address the needs of South Asian women, who are victims of violence. Although started as a consciousness-raising group, Manavi's founders soon realized that South Asian women facing abuse were unable to seek help from local authorities and mainstream organizations for variety of reasons.
Women and girls, everywhere, must have equal rights and opportunity, and be able to live free of violence and discrimination. In short, all the SDGs depend on the achievement of Goal 5. For example, discriminatory laws need to change and legislation adopted to proactively advance equality. Yet 49 countries still lack laws protecting women from domestic violence, while 39 bar equal inheritance rights for daughters and sons. Eliminating gender-based violence is a priority, given that this is one of the most pervasive human rights violations in the world today.
This report provides the business case for gender-balanced leadership to help propel these conversations in boardrooms and across the workplace. We at Unilever understand the importance of gender-balanced leadership and investments across our value chains. Research highlighted in the report underscores that women in business can play a critical role in deploying these six competencies within more gender-balanced leadership teams. A number of studies support this argument, showing there are compelling financial incentives for companies to achieve gender balance across all levels. Companies with more women on their boards are more likely to invest in renewable power generation, low-carbon products, and energy efficiency.
Starbucks has meticulously organized its efforts in China around three key pillars of Chinese society. The company is opening a store a day and aims to have 5, stores in the next few years. However, these are just the visible tactics of a much more fundamental strategy. As previously covered in this column what Starbucks understood when they entered the market was that it was not about the coffee initially.