Climate change is driving global inequality.


  1. Evaluation

    Behind the Brands Independent Evaluation on Implementation of UN Women’s Empowerment Principles (WEPs)

    This report is an independent assessment of the extent to which the world’s largest food and beverage companies have implemented the UN Women’s Empowerment Principles (WEPs). The WEPs, designed by UN Women and the UN Global Compact, showcase best practice on women’s rights and gender equality in private sector operations. The Principles are the “primary vehicle for corporate delivery” on gender equality within the 2030 agenda and the United Nations Sustainable Development Goals.

    The report indicates that most companies have made progress in improving women’s empowerment in their companies and across their supply chains. However, evidence suggests that progress remains uneven between headquarters and country offices, especially for parental leave and caregiving policies. There are significant information gaps across policy and practice areas. It is clear from the companies’ survey responses that they are producing evidence-based information. However, these documents are not all publicly available, which makes it difficult to assess companies’ level of ambition on implementation. The evaluation makes specific recommendations to ensure that the companies are using and implementing the seven Principles throughout their business mechanisms.

  2. Evaluation

    Behind the Brands Independent Evaluation on the Implementation of Gender and Cocoa Commitments

    This report presents the findings of an independent evaluation carried out by Dr. Ritu Mahendru and commissioned by Oxfam’s Behind the Brands (BtB) initiative. The evaluation provides an analysis of gender assessments and action plans published by Mars, Mondelēz, and Nestlé from the top three (3) cocoa producing countries: Côte d'Ivoire, Ghana, and Indonesia.

    Overall, the companies are doing significant work to improve the gender realities of many women cocoa farmers on the ground. But much of that information goes unpublished, making it difficult to assess what progress is being made. While all three companies presented consolidated gender assessments of the three countries, those assessments did not appear to have any connections to the action plans produced, nor were they produced in the sequence expected. The evaluation inquiry suggests that the overall quality of the gender assessments has declined for two of the companies since the last independent evaluation, commissioned in 2014.

    The consultant concludes that while the companies have the technical capacity to address challenges faced by female cocoa workers, an explicit focus on women’s and girls’ lived realities and voices is required in their action plans and gender assessments. There is no single solution to address vulnerability faced by women in the cocoa sector. It requires a transparent, intersectional approach relying on the principles of social inclusion and equity, unpacking gendered and racial power relations to support multiple interventions.

  3. Evaluation

    Behind the Brands Independent Evaluation on the Implementation of Land Rights Commitments

    This independent evaluation by Emerald Network focuses on land rights, access and sustainable use, through an assessment of five companies: the Coca-Cola Company (TCCC), PepsiCo, Nestlé, Unilever and Associated British Foods’ (ABF) subsidiary Illovo Sugar Africa. As a result of the Behind the Brands campaign, these companies have publicly recognized the risk of people being dispossessed of their land to make way for agricultural commodities and have pledged to respect the rights of women, communities and smallholder farmers.

    The evaluation finds that since the start of the Behind the Brands campaign, companies’ internal policy environment in relation to land rights and zero land grabs has significantly improved and is aligned with international best practice. Most company land governance frameworks are in place. However, there is evidence of policy evaporation and “phantom” practice when implemented across the supply chain.

    Emerging good practices include establishing long term implementation partnerships with international and local land rights CSOs; publicly revealing supply chains, grievances and suspension of suppliers; mapping land under crop production in countries; supporting and investing in the documentation of land rights; investing in the training of staff; acknowledging the link between systemic poverty and land use; investing in sector-level cooperation in order to deepen impact and create economies of scale in corporate social responsibility investments with regard to land issues.

  4. Evaluation

    Documenting the R4 Global Partnership in Ethiopia and Senegal

    Successes and Challenges

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  5. Evaluation

    Six Country Evaluation of Oxfam America's Strenghtening Community Preparedness, Rapid Response and Recovery in Asia/Pacific Islands and Central America

    Final Evaluation of Disaster Risk Reduction and Preparedness projects (2017-2020) in the communities of the Philippines, Solomon Islands, Vanuatu, El Salvador, Nicaragua, and Guatemala.

    Mangrove reforestation in Eastern Samar, Philippines
  6. Evaluation

    Top Tips for Partnerships that Enable Local Humanitarian Leadership

    Oxfam aims to transform the humanitarian system, by promoting and strengthening effective and accountable local leadership of humanitarian responses, where this is appropriate and viable. We recognize that we must challenge and transform ourselves, redefining and deepening our partnerships, and learning to more effectively support local humanitarian actors and leaders. This resource outlines how Oxfam can embed LHL commitments in humanitarian programming, advocacy and responses, drawing from examples of good practice and recent research.

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