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Redressing the gender balance

This month we were visited by Timothy Njakasi, an old friend from Uganda. After reading our co-owners’ annual report, he accosted me: “Guy, I must ask you; where are the women in power? All your trustees, 80 per cent of the Co-owner Council, and five out of seven directors are men.”

This observation had not escaped me; indeed, it has been a growing frustration that despite our efforts, we have made little progress in redressing the gender balance. Very few women stood for the Co-owner Council, there remains a reluctance for women to step up to supervisory roles, and the ‘best’ candidates for senior positions are too often male.  

So how did Timothy get to be such an expert? The first time I visited his farm east of Kampala, there wasn’t much gender equality to be seen; the women did almost all the work, while the men did most of the talking and drinking.

That was 20 years ago; since then, Timothy has worked with the charity Send a Cow, enabling disadvantaged families to farm their way out of poverty. Addressing ‘gender issues’ in the families precedes any agricultural training; indeed, it would not be an overstatement to say that development cannot happen without it.

If I hadn’t seen for myself the men and women both embracing a fairer and more productive division of tasks, I would not believe that such rapid cultural change was possible.

On the journey to employee ownership, we invested hugely in developing a more inclusive, power-sharing culture. We must apply the same stubborn persistence to empowering women.

In the past, we haven’t been sympathetic enough; now, we are introducing flexible working wherever we can, and shifts with reliable finish times elsewhere – critical for those with child-care or other responsibilities. Our gender pay gap is much better than average, but still needs work, so we have set up a remuneration committee (including three members of the Co-owner Council). 

But the most important thing we can do is to counter unconscious bias by having more women in power. Our new board chair is a woman, and for our other two recent director vacancies we searched hard, if unsuccessfully, for women.

Equality of opportunity is an asset as much as a right; diversity brings innovation, flexibility and joy. Our co-owners will only truly thrive when conditions, job descriptions, selection, and the definitions of success are dictated as much by women as men. If Timothy can do it in a remote Ugandan village, we can do it at Riverford.
 

Comments

Vidubo

1 Year 11 Months

This is - shall we say - 85% positive. At least it heads in the right direction. You're certainly right, here: "If Timothy can do it in a remote Ugandan village, we can do it at Riverford." However, where did Riverford look for women for the aforesaid director vacancies? What were the qualifications?

Perchance, Riverford might have sent out the information that you were looking to all those of us - naturally,(including women - presently buying your food? Certainly, over at least two years of buying from Riverford, I have certainly only seen one instance of you looking among your customers for either practical or intellectual input.

Surely the prime reason the world is in such a mess is because women and symbolically, The Earth, are not given the opportunity to act in ways that might turn around prevailing attitudes?

I can think of women, even in the small coastal town I live in, who could provide practical input - from many different sides of the paradigm - to Riverford.

2 Replies

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Artemis

1 Year 11 Months

I wholeheartedly endorse your comments, Vidubo. It was a woman who first recommended Riverford to me and I expect the company counts many bright, resourceful and creative women among its customers. I wonder what percentage of Riverford's customers are women and how this compares to the number of women holding senior positions, not just the Council members?

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Comments Editor

1 Year 10 Months

Thankyou so much for sharing your thoughts and suggestions.There's been such a great response to the article - especially on Riverford's facebook page - all of the ideas are being taken on board and shared at the farm to help progress in redressing the gender balance.

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Guy Singh-Watson

Guy Singh-Watson has over the last 30 years taken Riverford from one man and a wheelbarrow delivering homegrown organic veg to friends, to a national veg box scheme delivering to around 80,000 customers a week. Tired of meetings, brands and the assumption that greed is our predominant motivation, Guy converted the business to employee ownership in 2018, using the proceeds to buy a small farm and return to growing organic vegetables. In common with many of Riverford’s new co-owners, Guy is an advocate of using business to shape a part of the world, however small, to be kinder, more considerate and sustainable; more like the world most of us want to live in.  His weekly newsletters connect people to the farm with refreshingly honest accounts of the trials and tribulations of producing organic food, and the occasional rant about farming, ethical and business issues he feels strongly about.

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