REPORT: Danone, Ecosystem Fund and Ana Bella Foundation Project: Balance & Perspectives (2011-14)

PART ONE 07
INTRODUCTION AND OBJECTIVES
PART TWO 09
PROJECT DESCRIPTION
PART THREE 15
METHODOLOGY
PART FOUR 23
THE PROJECT’S IMPACT
PART FIVE 57
PROJECT EVALUATION
PART SIX 67
CONCLUSIONS
ISBN 978-84-608-2813-6

This report contains an analysis of the social impact of the
Ana Bella Social School for Women Empowerment (ESAB) in
order to evaluate a project the Ana Bella Foundation and Da-
none have jointly managed since 2011. Results are present-
ed on: a) the impact of this project on the empowerment of
participating women; and b) the operation of the project with-
in its institutional and corporate context.
A qualitative analysis methodology has been employed to as-
sess the social impact of the ESAB, using data from interviews
conducted during June, July, and September 2014. We conduct-
ed 46 interviews in total, including: 25 women victims of do-
mestic violence participating in the project as brand ambassa-
dors; and 21 other stakeholders directly involved in the project.
Our analysis seeks to understand the impact of the project
on the process of empowering participating women. Empow-
erment is defined as ‘the process by which those who were
denied the ability to make strategic life choices acquire such
capacity’. This empowerment has three dimensions: econom-
ic; personal; and social. In each of these dimensions, we
have examined how women’s participation in the project has
contributed to their empowerment. Three successful aspects
of the project should be highlighted:
1. Economic empowerment refers to the ability of a woman
to gain economic independence by working in a job that pays
enough to sustain a decent life for her and her family. From
this point of view, the job opportunities Danone offers through
the ESAB (understood as providing a ‘springboard’ for finding
another long-term job) raised levels of self-confidence (per-
sonal dimension) and confidence in social and community re-
lations (relational-social dimension).
2. The personal dimension includes the variables of ‘self-es-
teem’, ‘personal autonomy’, ‘active stakeholder’ and ‘emo-
tional stability’. To empower comprehensively, it is essential to
develop attitudinal as well as the material aspects. A certain
level of ‘activation’ or ‘motivation’ is necessary to improve the
situation of women who want to escape personal and relational
submission. The participation of women with the ESAB has
enabled a transformation in personal attitudes, since the wom-
en have the support and accompaniment of professionals, the
‘positive testimonials’ of other women who have been through
similar experiences, and help from volunteers.
3. The participation of these women in the ESAB has contrib-
uted to improving their networks of relationships and person-
al solidarity, while encouraging cooperation in change making
improvements for all women. Through this relational-social di-
mension, many women have regained the communicative and
social skills necessary to relate normally with people around
them. In this way, it has been possible for many women to
overcome the barriers of introversion, as well as the conse-
quences of fearful and even nullified personalities that were
the result of years of physical and psychological abuse.
One of the aims of this triple empowerment is to achieve ‘pos-
itive rotation’, understood as the process by which a woman
who has a job through ESAB gives her position as ambassa-
dor to another woman who has suffered domestic violence
– so that the latter can become empowered. The initial limit
of two years to complete this cycle of empowerment has not
always been met due to the difficulties of finding jobs in the
current crisis and job insecurity. However, some mechanisms
for improvement are indicated.
Overall, the results of the project must be valued positive-
ly from a triple perspective (social, economic and personal).
Women participating in the project experience turning points
that represent a ‘before’ and ‘after’ in their lives. These wom-
en have welcomed the opportunity given to them and say that
working as ambassadors has led to a major transformation
in their lives.
This report concludes with an assessment of the project’s
operation, strengths, and the factors that have contributed
significantly to its success. Some aspects for organisational
improvement are also identified. Recommendations that the
various stakeholders could implement to overcome current
difficulties are also made.
EXECUTIVESUMMARY

7THE DANONE AND DANONE ECOSYSTEM FUND - FUNDACIÓN ANA BELLA PROJECT
INTRODUCTION AND OBJECTIVES
This study is being undertaken by the Instituto de Innovación
Social (IIS) [Institute for Social Innovation]. The purpose of
the study is to evaluate the project which Fundación Ana Bella
(FAB) and Danone have carried out on behaviour since 2011.
The foregoing Spanish acronyms will be used hereinafter to
facilitate reading.
Specifically, the analysis of the Escuela Social Ana Bella
(ESAB) For Women Empowerment impact has two aims: (1) to
evaluate the social impact of the initiative on the empower-
ment of women victims who have survived domestic violence
[henceforth termed ‘survivors’ for the sake of brevity]; (2) to
evaluate how the project works.
A) In particular, evaluation of the social impact re-
quires identification of the extent to which participa-
tion in the project has improved the personal, social
and relational aspects of these women’s lives. The
project will be considered as having had a social im-
pact if the women have been empowered and their
lives transformed as a result of taking part in the
project. The impact on the women’s family settings
and friendships and the extent to which survivors in-
volve themselves in improving the lot of other women
are also analysed.
B) Second, analysis of the way the project works is in-
tended to furnish knowledge on what factors improve
matters and lead to success. Here, the aim is to make
recommendations regarding project implementation.
These objectives are simply two sides of the same coin, namely
the process whereby a group of socially-disadvantaged women
improve their personal and social circumstances after getting
a job through Danone. The women become ‘brand ‘ambassa-
dors’ and work with the public in promoting dairy products. This
work helps the women improve their personal lives.
PART ONE

9
The Social School provides training for women survivors of
domestic violence with a view to maximising their personal
potential and providing job opportunities for the newly-em-
powered women, thus contributing to firms’ socio-economic
development.
The company Momentum Task Force works with Danone S.A.,
Danone Ecosystem Fund and FAB, acting as an outsourcing
partner in creating and carrying out this project for empower-
ing women survivors of gender violence.
A joint business plan was jointly drawn up in 2011 and the
Ecosystem Fund and Danone undertook to fund and help the
School in its first steps in creating a project for providing ser-
vice to as many firms as possible and that could be sustained
over the medium-term. From the outset, the Danone has been
the School’s biggest client, creating 137 jobs.
The idea of setting up the School stemmed from a business
need. Danone’s Sales Department chose a different project,
drawing on professional advice on the firm’s products and
their benefits for consumers’ health at the point of sale. Oth-
er companies such as Font Vella, Campofrío, Bonduelle and
Panaria joined this social change project later on.
The School began by offering catering services — with scope
to employ up to thirty women. Later on, Ashoka, a non-prof-
it entity that supported social entrepreneurship, facilitated
collaboration with Danone. The 2011 pilot project proved a
success and the next step was to train some 200 women as
ambassadors for the Danone brand.
Also in 2011, Ashoka (an international non-profit entity sup-
porting social entrepreneurship) facilitated collaboration be-
tween FAB and Danone. The last two entities jointly set up the
Escuela Social Ana Bella para el Empoderamiento de la Mujer
[Ana Bella Social School for Women Empowerment (hence-
forth ESAB). The Momentum Task Force joined the initiative.
Since the success of the School pilot project in 2011, some
300 women have worked as Danone brand reps.
The School sought a paradigm shift in the employment of
women victims of domestic violence. Traditional ways of find-
ing jobs for battered women focused on low-profile, low-sta-
tus, poorly-paid jobs. The School opened up a new path to
employment through jobs as ‘Brand Ambassadors’ (reps) who
worked with the public and had higher-status jobs. This ap-
proach met both a business need (committed reps) and a so-
cial one (jobs that empowered battered women, helping them
rebuild their lives).
PROJECT DESCRIPTION
2.1. THE SCHOOL’S
MAIN OBJECTIVE
The ESAB project for Empowering Women has been jointly created with Danone
together with the Fundación Ana Bella (FAB) [Ana Bella Foundation] with the aim
of creating a sustainable social company fostering the social integration of women
survivors of domestic violence (‘survivors’). It uses individual coaching, empowerment
workshops, vocational training and job opportunities to this end.
PART TWO

THE DANONE AND DANONE ECOSYSTEM FUND - FUNDACIÓN ANA BELLA PROJECT 11
2.2.1. GRUPO DANONE [DANONE GROUP]
Danone’s aim is to continue incorporating social initiatives
in its value chain, given that it firmly believes in the projects
twin economic and social dimensions. At present, projects
with social impacts co-created by Danone and a Non For Profit
Organisations (such as ESAB) are supported with the aid of
the Danone Ecosystem Fund.
From the economic standpoint, Danone currently works with
56 'survivors' as brand ambassadors throughout Spain,
boosting sales at points of sales, improving service quality,
cutting absenteeism and raising customer satisfaction.
Danone was the first company to employ the women, who
were hired to work as Danone Ambassadors at points of sale
throughout Spain. This initiative has given jobs to over 300
women since September 2011. This is why ESAB and the
Momentum Task Force won the Danone Prize for Best Service
Provider in 2012. The initiative has yielded excellent results
- a drop in staff turnover from 63% to 2% in 2013, a fall in ab-
senteeism from 40% to 2%, and 97% positive feedback from
the sales force.
2.2.2. FUNDACIÓN ANA BELLA [FAB]
The Foundation’s mission is to build a fairer society that is
free of the scourge of domestic violence. One way of achieving
this is to change the way society sees battered women, per-
ceiving them as ‘survivors’ rather than as victims.
A key feature of the School’s project is that women are freed
to realise their full potential in visible, socially useful work.
As brand ambassadors, they are not employed because they
are women but rather because of their personal qualities and
their fortitude as survivors.
The Foundation publicises the testimonial of women survivors
of gender violence as a way of improving women´s job and
other opportunities:
«We are sick of seeing pictures of tearful women on the TV,
with trembling voices and hidden faces — of women who are
frightened to death. If you are being ill-treated and you see
this, you think to yourself ¨If I go to the authorities, I will end
up like that women’. A businessman or businesswoman will
not recruit ill-treated women because he or she does not want
tearful, fearful women working for the company»,
Stakeholder 6
The aim is to help women who have suffered domestic vio-
lence from having to take menial jobs that will do nothing to
empower them or take their rightful place in society.
ESAB´S HAS THE FOLLOWING KEY OBJECTIVES
IN PURSUING THE EMPOWERMENT OF WOMEN:
Empowering women at risk of social exclusion. Wom-
en at risk of social exclusion — especially those who
have suffered domestic violence — are given special
personal and professional training at ESAB. Empow-
erment workshops and one-to-one coaching are also
used to help the women rebuild their shattered lives.
The School does its utmost to turn the women from
‘victims’ into ‘survivors’ by building on their strengths
and helping them learn new skills for dealing with
work and other pressures. These skills cover things
such as body language, adapting to change, coming
to terms with failure and overcoming difficulties.
Paradigm shift in employment for women who have
suffered domestic violence. The School is aware that
financial independence is one of the first steps to
leading one’s own life. Accordingly, it offers jobs that
involve working with the public and that are socially
valued — such as that of brand rep. Since 2011,
battered women have shown that they are committed
and perservering in their work. Their work empowers
them and helps them regain their self-respect.
Creating social and financial value with a view to pro-
ducing a ‘multiplier effect’. ESAB not only uses train-
ing and job opportunities to help women overcome
the trauma of domestic violence. It also encourag-
es the women to act as agents of social change and
to serve as an example for other women who have
suffered ill-treatment. The School thus encourages
its students to help empower others.
At present, ESAB is seeking more companies who need em-
powered, committed workers for carrying out commercial ac-
tivities and promotions.
ESAB offers its clients:
Excellent, well-trained reps: they receive more hours
of training in acquiring both professional and per-
sonal skills.
Greater brand credibility given that the reps’ profile
is much closer to that of potential purchasers in
terms of age, interests, running a household and
neighbourhood.
Greater commitment and far less staff turnover and
absenteeism than is generally found in such pro-
grammes. This is so because the reps are highly com-
mitted and set great store by this job opportunity.
The most important challenge for the School at the moment is to
hone the employment model to make it truly sustainable, attrac-
tive and allow it to be scaled for other commercial partners.
2.2.3. AWARDS AND OTHER FORMS OF RECOGNITION
The ESAB project has received many awards and other forms
of recognition. Some of the most recent awards are:
The European Business & Social Prize,
Changemaker Ashoka
Zermatt Summit 2014
ESAB has been recognised as the Best European
Co-Creation Project with an economic and social impact.
It was awarded First Prize in the European competi-
tion ‘Social & Business Co-Creation’, promoted by
Ashoka together with the Zermatt Summit Founda-
tion, Fondation Guilé, DPD and Boehringer Ingelheim.
Vision Summit — Social Innovation Award
Berlin, 2014
FAB received the Vision Summit award on the 11th
of September 2014 in Berlin. The award was for
the Empowering Women project jointly set up by Da-
none and Momentum Task Force.
Changemaker Ashoka
Zermatt Summit ,2014
The ESAB was recognised as the Best European
Co-creation Project in terms of socio-economic im-
pact for companies.
The ESAB Co-creation Project for the Empowerment
of Women won the first prize in the European Social
& Business Co-creation competition, for which 338
projects were submitted and in which 34 European
countries took part. The prize money was €20,000
and the award publicly acknowledged the social im-
portance of the project carried out by FAB, Danone
and Momentum Task Force in supporting survivors.
The competition (titled Social & Business Co-Cre-
ation: Collaboration for Impact) was promoted by
Ashoka, the world’s biggest association of social
entrepreneurs, together with the Zermatt Summit
Foundation, Fondation Guilé, DPD and the Boehring-
er Ingelheim company.
Participation in Ashoka Changemaker Week
Paris, 2014
The gathering was held in Paris in June 2014 and
was attended by 100 Ashoka world leaders. Its pur-
pose was to speed up social change. One of the
people attending was Ana Bella — herself a survivor
of domestic violence and who had been chosen by
Ashoka in 2011 as a women entrepreneur. Ana Bella
is leading the Ana Bella Foundation. Among other
reasons, this recognition was accorded for the set-
ting up of ESAB.
2.2. INITIAL
PROJECT OBJECTIVES

Recognition by Spain’s Ministry for Health
Social Services and Equality, 2013
Spain’s Ministry for Health, Social Services and
Equality recognised the contribution made by Da-
none in the ESAB project, together with the firm Mo-
mentum Task Force, in combatting gender violence.
SERES Prize for Corporate Innovation
and Social Commitment
Madrid, 2013
Fundación SERES awarded Danone one of its prizes
for best corporate strategic practices. In awarding the
prize, SERES took into account the project’s contribu-
tion in fostering social integration, transforming soci-
ety and making innovations that create value for both
society and companies.
Best supplier to Danone in 2012
Danone 3rd edition of its 2012 Supplier Awards
(covering both Suppliers and Dairy Farmers), rec-
ognised the excellence of collaborating firms.
Momentum Task Force and FAB received prizes for
creating services for women survivors of domestic
violence in collaboration with Danone and the So-
cial School for Empowering Women.
Dona i Dona Seal
Valencia, 2012
The Dona i Dona Seal is awarded by the Association
of Business and Professional Women of Valencia
(EVAP-BPW), a member of the International Feder-
ation Business and Professional Women. The seal
recognises companies that recruit women who face
special obstacles to joining the labour market due to
their risk of social exclusion.
These awards and other forms of recognition of the
School’s work showed how collaboration between
FAB, Momentum Task Force and Danone had built
a model for a project with a big impact in the social
innovation field.

15
A qualitative methodological approach was taken to evalu-
ate the School’s social impact. Such an approach was ad-
opted because it is the most suitable for in-depth analysis
of subjective realities and the meanings individuals gave to
the acts making up their daily lives. Specifically, the qualita-
tive approach furnished information on how the women tak-
ing part in the project built biographical narratives and gave
them meaning. The women’s narratives were used to assess
to what extent the women’s initial social disadvantage was
transformed by taking part in the project. The women’s voices
were thus used to grasp the project’s social impact.
This qualitative methodological approach is grounded on So-
cial Constructionism, which is one of the emerging paradigms
in Sociology. This paradigm maintains that individuals base
their subjective constructs of social reality on objective con-
ditions of existence. This means that the ‘ambassadors’ and
stakeholders construct a narrative of their experiences so
that they can grasp their meaning.1
The main information-gathering technique used in this study
was in-depth interviews following a semi-structured script.
Other research techniques were also used, such as: (1) par-
ticipant observation (carried out in the workplaces of inter-
viewees following standard practice); (2) documentary analy-
sis; (3) gathering of secondary information. These techniques
complemented one another and furnished supplementary in-
formation on the same phenomenon.
The research followed an emerging design based on succes-
sive findings arising from the various interviews. This means
that each of the actors interviewed provided and reported on
her own knowledge and information.
Last, one should note that the interviews were made of both
the women directly taking part in the project (‘ambassadors’)
and others involved (stakeholders). Interviewing ambassa-
dors and stakeholders shed light on how both viewpoints
complement each other. While the ‘ambassadors’ furnish
information on daily practice, the stakeholders provide com-
plementary information. Thus the description is enriched by
nuances to form a whole that embraced the contributions of
everyone involved in the project.
METHODOLOGY
1 For further information on this perspective, consult the book by Burr, V. (2007). Social Constructionism. London: Routledge, or another classic work — Berger, P. L., & Luckmann, T. (1966). The Social Con-
struction of Reality: A Treatise in the Sociology of Knowledge. London: Penguin Books.
PART THREE

The sample used for the study is of the ‘theoretical’ or ‘inten-
tional’ type. Altogether, 46 interviews were conducted. The inter-
viewees fell into two clearly-defined groups, reflecting different
points of view: 25 brand ambassadors and 21 stakeholders.2
Figure 1. Total number of interviews by type
The most important criterion used in selecting the sample
was the quest for as many kinds of experience as possible to
yield the widest range of viewpoints. Thus, the greater the dif-
ferences between the interviewees, the greater the richness
in points of view and the more relevant are the points they
share in common.
Almost all of the interviews (93.5%) were held in three Span-
ish autonomous regions: Andalusia, Madrid and Catalonia.
Andalusia (Seville and Malaga provinces) accounted for 37%
of the interviews, Madrid for 30.4%, and 26.7% for Catalonia
(Barcelona Province).
Almost half (48%) of the interviews of ambassadors were con-
ducted in Andalusia, while the remainder were split equally
between Madrid and Barcelona (28% and 24%, respectively).
The interviews with stakeholders followed a different distri-
bution from that of the ambassadors. Madrid accounted for
38.1%, while Barcelona and Andalusia accounted for 28.6%
and 23.8%, respectively.
Figure 2: Interviews by place held and type of person interviewed 3.1.1. INTERVIEWS WITH BRAND AMBASSADORS
The number of interviews (25) with the ambassadors taking
part in the project was sufficient to explain all the project’s
complexity. The interviewees were selected to cover the wide
range of conditions, situations and personal experiences.
Beyond the differences among the places where the ambas-
sadors were interviewed, there were also differences in the
time spent in the project and the interviewees’ ages.
While most (56%) of the ambassadors were still linked to the
project at the time of the interview, 44% had left it and hence
referred to it in the past tense.
Figure 3: Time spent by the brand ambassadors
interviewed at ESAB
The sample revealed a very wide range with regard to time
spent in the project. While some ambassadors had not yet
begun working at the point of sale, others had been in the
project from the start in 2011.
It is estimated that the average time spent by the interviewees
in the project was 15.76 months (a little over two campaigns).
However, one in five interviewees had spent only a few months
in it — or roughly half a campaign. Roughly quarter (24%) had
spent between six months and a year, and a third (32%) be-
tween one and two years. The most veteran women — those
spending over two years in the project — made up almost a
quarter of the ambassadors interviewed.
Figure 4: Brand Ambassadors’ continuity in the project (%)
There was also considerable diversity in the ages of the ambas-
sadors interviewed. While the average age was around 45, the
interviewees ranged between under 30 to over 60. Practically
women of all working ages were represented in the sample.
Figure 5: Ages of the brand ambassadors interviewed (%)
3.1. DEFINITION
OF THE SAMPLE EMPLOYED
46% 54%
Steakholders
Total: 46 interviews
Ambassadors
44% 56%
No continuity
Total: 25 interviews with
Continuity
2 The classic definition of a stakeholder is “any group or individual who can affect or is affected by the achievement of the organization’s objectives” (Freeman, R. E. (1984) Strategic Management: A Stake-
holder Approach, Boston, MA: Pitman). Nevertheless for the purposes of this case, I would say that a stakeholder is “A person or group of people who have a vested interest in the success of an organisation
and the environment in which the organizstion operates” (Association of Project Management (UK) APMP Syllabus 2nd Edition, January 2000, Abridged Glossary of Project Management Terms (Rev.4)).
Ambassadors
Stakeholder
12
5
Andalucía
6
8
Madrid
6
6
Catalunya
1
0
1
1
País Vasco
Other
(París)
Average of duration
15,76 months
32%
20%
24%
24%
Less than half a campaign
(less than 6 months)
Between half and one campaign
(from 6 to 12 months)
Between one and two campaigns
(from 13 to 24 months)
More than two campaigns
(more than 24 months)
Average of age
45 years
Less than
40 years
Between
41-45 years
More than
50 years
26.7%
33.3%
Between
46-50 years 13.3%
26.7%
Total: 46 interviews

3.1.2. INTERVIEWS OF STAKEHOLDERS
There were 21 interviews with people who have some kind
of direct involvement in the project. Most of these interviews
were with stakeholders who had managed the project: Danone
Group staff (5), FAB employees (5) or staff from the Momentum
Task Force company (3 interviews).
Interviews were also conducted with other actors who knew the
project first-hand. Thus, four of the interviews were with rep-
resentatives of Public Administration (ranging from municipal
services to ministries) and four with representatives of Civil
Society (ranging from women’s groups to job agencies and or-
ganisations helping those in danger of social exclusion).
Figure 6: Type of stakeholders interviewed (%)
This sample comprised 46 in-depth interviews with individuals
whose circumstances, positions and experience differed wide-
ly. This ensured a broad spectrum of viewpoints and approach-
es to the issues. The number and range of the individuals in
the sample thus allowed a fair number of interpretations.
3.2. CONCEPTUAL APPROACH
One needs to make an initial conceptual approach if one is to
gauge the social impact of the project carried out by FAB and
Danone since 2011. To do so, the following two questions
need to be answered.
a. What do we understand by violence against women?
b. What is meant by ‘women’s empowerment’?
3.2.1. VIOLENCE AGAINST WOMEN
According to UN General Assembly Resolution 48/104 of the
20th of December 1993, “Violence against women means any
act of gender-based violence that results in, or is likely to result
in, physical, sexual or psychological harm or suffering to wom-
en, including threats of such acts, coercion or arbitrary depri-
vation of liberty, whether occurring in public or in private life.”
This means that violence against women can take different
forms and have different consequences. However, what all
forms have in common is that they effectively limit women’s
freedom and hamper their self-development. Violence thus lim-
its women’s autonomy and opportunities for advancement. In
practical terms, it boils down to harming women, their relations
with others and their commitment to and membership of the
rest of society.
Violence against women by their spouses and partners takes
four basic forms: (1) emotional violence (especially involving
bad language and behaviour) — whether by omission or com-
mission — whose purpose is to intimidate, control or denigrate
women; (2) physical violence (which includes all deeds caus-
ing physical harm); (3) sexual violence (all acts or omissions
threatening or harming a women’s sexual freedom and integ-
rity); (4) economic violence (all deeds aimed at controlling a
woman’s earnings or financial resources).
Violence perpetrated by a spouse or partner is more likely
when the woman is economically or financially dependent. This
in such circumstances, the woman faces stark choices and
has limited options when deciding whether to continue or to
end the relationship. A woman’s financial independence is even
more limited when she has small children and/or does not
have access to social support. The chances of her suffering
from severe physical violence is higher under such conditions.
Even so, women’s control over resources and income may also
lead to domestic strife. When the property owned and resources
commanded by women do not dovetail with social norms, ten-
sions and conflict in the home and between the couple may arise.
This is particularly so when the woman is better-heeled than her
partner — something that may be seen by the male partner as a
challenge to his power and authority. In such circumstances, the
man may resort to violence to re-establish his authority.
The sources of conflict that lead to acts of violence shed light
on: (1) relations between men and women; (2) the demands
wives make of their men and their expectations of them; (3)
husbands’ prerogatives and power; (4) cultural beliefs on the
relations between husbands and wives.
In any event, the origins and persistence of violence against
women lie in a set of social norms and values that assumes
male superiority and which results in power asymmetry be-
tween the sexes to the detriment of women. These strong
gender norms establish different socially-acceptable roles for
men and women. In turn, this provides social justification for
violence between women when one of the partners (usually the
woman) does not meet the socially-assigned gender role. This
gives the other party a pretext to punish the partner seen as
‘breaking the rules’.
In this violence against women, the survivors tend to blame
themselves. Ill-treated women tend to assume that they are the
cause of their partner’s violence and suffer depression, lack of
self-respect, worry and difficulties in their relations with others
— especially the opposite sex — compared with women who
have not suffered from this kind of violence.
3.2.2. THE CONCEPT OF EMPOWERMENT
‘Empowerment’ is one of the ways of overcoming the disad-
vantages women face. Empowerment is “the process by which
those formerly denied the chance to take strategic decisions
in their lives gain the power to do so”.3
Empowerment thus
concerns the way in which women gain greater control of their
personal, material and intellectual resources.
Empowerment must necessarily provide the means by which
women gain access to the resources they need if they are to
make informed decisions and take control over their lives.
3 Kabeer, N. “Resources, agency, achievements: Reflections on the Measurement of Women’s Empowerment”. Development and Change 30 (1999): 435–464.
23,8%
23,8%
14,3%
19%
19%
Danone
Group
FAB
Momentum
Task Force
Govement
Civil
Society
Stakeholders interviewed: 21

Nevertheless, empowerment is not a linear process with a
clearly-defined beginning and end that applies to all individ-
uals. Rather, it is a process that each person experiences
in his or her own way. It is shaped by each individual’s own
history and context. In this respect, one can say that empow-
erment stems from diverse experiences of education, organi-
sations, employment and so on.
One should also note that empowerment is a multi-dimension-
al phenomenon. In the case of women who have suffered from
gender violence, it is clear that empowerment is expressed in
public and private spheres and has financial, personal, social
and psychological consequences.
Speaking generally, in analysing the project’s social impact,
one can define three dimensions to the women’s empower-
ment: financial; personal; social-relacional.
A) ECONOMIC EMPOWERMENT
One of the things that can trigger women’s empower-
ment is the availability of social and financial resourc-
es. Having the financial wherewithal is an important
factor but it is not the only one. Indeed, the relation-
ship between empowerment and the availability of
resources is a two-way street: access to resources
facilitates the empowerment of women, while empow-
erment provides access to both more resources and
to new ones.
While it has often been said that working outside the
home creates a double burden for women (especially
if the woman has to look after young children), having
a job makes women more financially independent and
hence increases their freedom in other spheres. On
the other hand, this financial empowerment protects
women from gender violence — another benefit arising
from the empowerment process.
B) PERSONAL EMPOWERMENT
Having a job makes the women feel useful, self-con-
fident and optimistic about life. Having a paid job not
only brings them income but also boosts their confi-
dence and self-respect, which in turn reinforces the
empowerment process.
The women feel self-confident and begin the pro-
cess of ‘psychological empowerment’, have a greater
chance of attaining their personal goals and are more
likely to feel happy and thus overcome their initial
negative self-image.
This kind of psychological empowerment helps the
women change how they see themselves, take great-
er care of themselves and become better at coping
with the challenges that crop up. Self-confidence is
what most influences their contentment with life and
is even more important than material or social re-
sources.
C) SOCIAL AND RELATIONAL EMPOWERMENT
After becoming financially and personally empowered,
the women control their economic resources and have
a more positive view of themselves and show changes
in how they relate to others. They not only act more
confidently in their relations but are also capable of
getting involved in and mobilising self-help groups.
The involvement of the women in support groups fur-
ther reinforces the empowerment process they have
begun. A woman is capable of overcoming her circum-
stances and getting involved in causes that improve
the lot of others.
This social and relational empowerment also chang-
es the personal relations the women forge. Some-
times they re-establish old relationships that fell in
abeyance during the period of domestic abuse. On
other occasions, they forge new relationships based
on greater equality.
Finally, once the empowerment process takes hold, the
women are able to forge new loving relationships and
thus overcome past painful, traumatic experiences.
These three dimensions of empowerment do not nec-
essarily trace out a linear, cumulative process but
rather are dynamically interrelated. Social relation-
ships are the most important factor for feeling happy.
The happier one feels, the easier it is to forge quali-
ty social relations in at least three spheres: friends,
family, partner. Likewise, when a woman is self-con-
fident, she is more effective at attaining her aims —
including job-related ones.

23
THE PROJECT’S IMPACT
The qualitative analysis of the interviews allows one to me-
asure and calibrate the impact of the DANONE, Ecosystem
Fund & Fundación Ana Bella (FAB) Project for the empower-
ment of the women survivors of gender violence who took part
in this study.
As noted earlier, gender-based violence stems from the social
structure itself through various socialisation agents — family,
school, religion and so on — which have repressed women
merely for being what they are. It is also sometimes termed
‘male chauvinism’. It forms part of a patriarchal system (cul-
tural mores) that gives men the whip hand over women.
This patriarchal model of relations between the sexes expects
men to affirm their superiority (by showing strength, directing
and governing, adopting an active role in the business sphere
and taking a dominant role at home). By contrast, women are
expected to play second fiddle in the public sphere and be
submissive in the family circle. This mindset sees women’s
role as little more than bearing children.
Paradoxically, growing equality between the sexes and the
greater independence of women may be one of the main cau-
ses of rising male chauvinist violence. Men’s fear of losing
their authority over women and having their manhood ques-
tioned by society are keys to understanding male aggressive-
ness towards women.
4.1.1. GENDER VIOLENCE AND ILL-TREATMENT
One should distinguish between gender violence and ill-treat-
ment. In legal terms, ill-treatment is considered the lowest
rung on the ladder of gender violence. While there are some
common factors to individual cases (alcoholism, drug addic-
tion, mental problems) that can trigger or facilitate violence.
Nevertheless, one needs to see male violence against women
as a social problem.
Consequently, gender violence (or male chauvinist violence)
is understood as violence perpetrated against women within
the framework of a system of power relations. This system is
characterised by inequality and discrimination by men against
women. The violence against women may be of one or more
kinds: (1) physical (2) psychological (insults, scorn, threats,
harrying, intimidation; (3) sexual; (4) financial (control over
the woman’s income, forcibly keeping the woman house-
bound, etc.).
Most ill-treated women tend to suffer multiple risks of social
and employment exclusion. Hence the need for an integrated
approach to deal with such cases when they arise and to pre-
vent other cases in the future.
As one of the interviewees put it: «As an ill-treated woman,
you are treated like nobody and a good-for-nothing. But with
the help of FAB and Danone’s Empowerment School, you beco-
me a woman who can once again lead her own life»
Ambassador 14
4.1. INITIAL CONSIDERATIONS
PART FOUR

4.1.2. GENDER VIOLENCE AND ILL-TREATMENT
The ill-treatment meted out to women through gender violence
varies, as do the consequences of such abuse. One can say
that those who are poorly-educated, have little or no work
experience, have children or other dependents and have been
unemployed for a long time are the ones who suffer most.
In any event, gender violence — as we have seen from the fo-
regoing discussion — limits women’s freedom, hindering their
development and chances of making a life for themselves.
Sadness, nihilism, bitterness, worthlessness and hopelessness
are just some of the emotions found among battered women.
«I had stopped working because the company closed and I
was laid off. I had two children and then there was the sepa-
ration. Things seemed utterly hopeless»
Ambassador 3
«I was shattered. I didn’t look people in the eye, I didn’t trust
anyone. You retreat into your shell, you do nothing, you stay
in, nothing matters»
Ambassador 12
Your feelings show in little things such as how you dress, deal
with others and look after yourself.
«I always used to dress scruffily...I felt I was under great bur-
den when I walked the street»
Ambassador 2
«When I was with him [her former partner], I was embittered
and scorned»
Ambassador 17
These personal situations that women have suffered this kind
of violence contribute to create a cluster of personal disad-
vantage conditions.
4.1.3. TOWARDS EMPOWERING WOMEN
Empowerment is a fairly complex term whose scope remains
vague. In the case of women who have suffered gender vio-
lence, empowerment involves a process designed to make
women independent and give them control over their lives. In
other words, empowerment allows women to take decisions
(personal, financial and so on) and be aware of their conse-
quences.
The purpose of empowering a ‘survivor’ is to transform an
adverse situation into a much better one. As one interviewee
acknowledged, the aim is to undo the harm caused:
«It is not that we wish to make superwomen who are stronger
than their ordinary counterparts. Rather, we want to gradually
repair the harm they have suffered»
Stakeholder 11
Empowerment of women who have suffered gender violence is
a complex, multi-dimensional phenomenon. It affects diverse
aspects: employment; family networks and friendships, and a
woman’s self-respect. The sundering of links with friends and
family and being denied the chance of a job can turn women into
little more than household slaves. They lose confidence in them-
selves. One interviewee said, it was hardly surprising that «a
woman feels humiliated when everything she does is criticised»
Stakeholder 11
«In cases of domestic violence, the woman’s self-respect is
very low whether it be in social, work, or personal sphere.
We try to repair the damage, depending on how violence has
affected the person’s life»
Stakeholder 11
The ESAB’s women’s empowerment programme tries to undo
the harm caused by domestic violence.
«You are bombarded with “You are a shit, you are worthless,
you are this and that, nobody likes you...” It really hurts your
self-respect. To make the Project work, women must realise
they have a great deal to contribute, that they can do a job.
It has even more merit in the middle of an economic crisis
when even women without ‘domestic problems’ find it hard
to get a job»
Stakeholder 8
So, how can this project help empower women? This is the pur-
pose of our analysis. At root, it seems to have mainly helped
at the personal, relational and financial levels. It spurs women
to ‘hit the street’ (for example, looking for a job), to forge new
links with colleagues, bosses, clients, etc. One of the strongest
signs of empowerment was that the women had rebuilt their
circle of friends. In some cases, these friends were other sales
staff, people they already knew or were even regular customers
(once a bond of trust had been forged at the Point of Sale).
The encouraging messages conveyed to the women by Danone
(or other firm hiring them) gave positive feedback. Furthermo-
re, customers were happy with the brand ambassadors’ pro-
fessionalism and friendly manners. This message contrasted
strongly with the scorn heaped on the women by their erstwhile
partners. This all helped the women show their worth in their
jobs and that they were qualified to do them.
In addition to these encouraging messages, Danone (or other
contracting firm) gave the women positive feedback, which
proved much more valuable than for other workers. Further-
more, this set of inputs helped the women improve their job
performance because such positive feedback was the opposi-
te of the degrading treatment they had suffered during 10, 15
or 20 years of domestic violence.
The women enjoyed good treatment in their jobs as reps and
the benefits of this were reinforced by therapy workshops,
in which the girls worked on things such as: how they saw
themselves; empowerment; self-respect; other aspects that
helped them see themselves in a more positive light.
To sum up, the joint Danone-FAB project achieved integrated
empowerment by offering the women jobs. This meant:
Recovering an active role for the women in the work
sphere, giving them the chance of employment
(which put them on the path to rebuilding their lives
and finding a job in the general employment market).
Breaking with the forcible confinement of women
in their homes. This led to the women ‘hitting the
street’, forging links with others, working with the
general public, coming out of hiding, regaining their
self-respect (dressing up, using make-up, becoming
more confident, etc.) and taking control over their
lives (by making decisions).
Most importantly, preventing ‘double victimisation’ or
‘double stigmatisation’ of the women either when they
were suffering ill-treatment or afterwards. The women
thus became ‘survivors’ (strong individuals who had
overcome the trauma and so could add value to the fir-
ms employing them). This new paradigm meant going
beyond pity to focus on the courage of these women,
their positive attitudes and depth in overcoming ad-
versity (with the help of psychological therapies, etc.)
and making them believe in their future.
This section therefore sets out to evaluate the transformation
undergone by the women thanks to the Danone-FAB project. To
this end, we analyse to what extent the women taking part in
the project have changed the way they see themselves, social
realities and where they fit. The aim was to discover how par-
ticipation in the project empowered the women and fostered
individual and family welfare, health and social development.
In other words, the idea is to find out whether the project pro-
duced a ‘before and after’ in the women’s lives and whether
there were ‘success stories’ in the three dimensions (financial,
personal, and social-relational) of the empowerment process.

4.1.4. A TRIPLE EMPOWERMENT
Women’s empowerment, despite its complex terminology, has
three dimensions which can analysed separately.
Figure 7. Dimensions of women’s empowerment
A) THE FINANCIAL DIMENSION: this includes the finan-
cial independence gained by women through getting a
job that pays enough to make a decent life for them
and their families. This dimension is also the key to
putting the shattered women’s lives back together.
The job offered by Danone acts as a springboard,
boosts the women’s self-confidence (personal dimen-
sion) and social relations with their circles and the
wider community (relational-social dimension). Howe-
ver, the project must be wider in scope so that it not
only provides work but also covers the various factors
(personal, social networks, etc.) bearing on domestic
violence and the trauma it leaves in its wake.
B) THE PERSONAL DIMENSION: this includes the
‘self-respect’, ‘personal freedom’, ‘active agency’,
and ‘emotional stability’ variables. Integrated em-
powerment goes beyond material considerations and
requires a change in attitude. ‘Activation’ and ‘mo-
tivation’ are needed to overcome the situation. The
women co-operate with and are supported and ac-
companied by professionals, by ‘positive witnesses’
(other victims), and by volunteers. They are therefore
not alone on the path to empowerment. Here, there
are synergies between the personal dimension and
the relational dimension (support groups).
C) RELATIONAL-SOCIAL DIMENSION: this includes the
following dimensions: ‘agent of change’; interac-
tion/sociability; ‘participation in associations (NGO)
and/or media’, ‘social recognition’, ‘social stigma’,
‘visibility’, ‘accompaniment’, ‘support groups’. When
women escape from the housebound lives imposed
on them by their partners, it means they communica-
te and socialise with others, (whether they be other
women who have suffered ill treatment, people in ge-
neral, work mates, clients, neighbours, family, etc.).
Put baldly, it means the women recover communi-
cation skills so they can interact normally with the
people around them on a daily basis. At the same
time, it helps break down the barriers that women
(who are often introverted, frightened and unwilling
to express opinions) erect after years of abuse.
In other words, the School’s aim (to foster the social and labour
re-incorporation of ‘survivors’) has been a success, empowe-
ring the women who took part.
Through this empowerment process, the women put their stren-
gths and abilities into action, recovering their self-confidence,
and taking the first steps in beginning a new life of freedom. In
FAB, women receive individual and group coaching on their life
project, empowerment workshops, vocational training, and the
chance of a first job as a Danone brand ambassador at a Point
of Sale. This job fosters social integration and helps make the
women feel they are part of a team and gives them a measure
of financial independence.
The empowerment process does not necessarily depend on
women’s education and training. What characterises gender
violence is that it is part of the structure of society and is en-
demic to all social groups. Nevertheless, its consequences for
women are the same.
«There are many women who are university graduates who are
shut up at home and are at their wits’ end, with no idea of
what they should do. They have a profession but what good is
that if you your nerves are shot to hell and you lack the tools
to make your own way in life?»
Stakeholder 1
The School provides the tools, personal support and individual
coaching needed to get the women to discover their skills for
themselves. It therefore constitutes training that complements
the women’s participation in the labour market and the em-
powerment it offers.
«We are speaking of people who are undergoing radical chan-
ge. I could recount many such cases. Paqui is one. Irene from
Granada is another — she was stuck at home, now she is
taking the second year of a degree in Pharmacy»
Stakeholder 1
The Danone project focuses on helping the survivors of gender
violence to rebuild their lives. Such violence accentuates the
couple’s financial interdependence, damaging women’s self-es-
teem and self-image. This is why the project offers women jobs,
which both confer a measure of financial independence and en-
hance the survivors’ self-image. As noted earlier, both aspects
are closely linked.
The project’s impact is less important in terms of financial
independence (which is hard to achieve on the modest wage
alone) and more significant in terms of boosting the women’s
self-image. Communication with work mates and clients enri-
ches relations and thus helps the women see themselves in
a more positive light. In any event, the job acts as a financial
springboard, opening up better prospects.
This springboard job is only for two days a week but even so, it
bars them from receiving RAI (a State Benefit in the form of a
training job ‘wage’). On the bright side, their job changes how
they see themselves and give them the chance to become ac-
tive agents of change.
4.1.5. THE PROCESS FOR ANALYSING INTERVIEWS
Last, one should note that this report thoroughly analyses the
46 in-depth, semi-structured interviews of the women taking
part in the project and of stakeholders.
The Atlas/ti computing programme was used to code the
interviews to systematise the information obtained in the
fieldwork and thus establish links among the phenomena. A
systematic interpretation was made after information coding
and analysis, yielding a general explanation of the ESAB Em-
powerment Project´s social impact.
We used 42 codes to classify and analyse the interview re-
sults. The codes are used to summarise the complex informa-
tion emerging from the interviews. The codes are listed below.
Their meaning is spelt out in later sections.
FINANCIAL DIMENSION
PERSONAL DIMENSIONWOMEN’S EMPOWERMENT
RELATIONAL-SOCIAL DIMENSION

The codes were grouped into three Code Families based on the
three dimensions defined in the empowerment study of survi-
vors described earlier. The number of quotations linked to this
code family is given for each dimension. This figure shows the
number of times these items crop up in the 46 interviews. The
number gives information on the aspects that crop up most in
the interviews.
One should note that this report only discusses those codes
that were most significant for the purposes of this study.
Table 1: Codes used in analysing interviews
FINANCIAL DIMENSION
Quotation(s): 293
PERSONAL DIMENSION
Quotation(s): 138
RELATIONAL-SOCIAL DIMENSION
Quotation(s): 193
Codes (15):
• Company subsidies
• Conflict of interests:
Danone-FAB
• Work-life balance
• Working conditions
• The economic crisis in Spain
• Employability
• Work expectations
• FAB-Danone training
• Incorporation in the job market
• Education and work experience
• Achieving normality through
work
• Risk of ‘making do’/’putting up’
• Profile of women in the Danone
Brand Ambassadors Project
• Springboard Job: pros
• Springboard Job: cons
Codes (4):
• Active agent
• Self-esteem
• Personal freedom
• Emotional stability
Codes (12):
• Accompaniment
• Agent of social change
• Support Groups
• Interaction-Sociability
• Media participation
• Participation in organisations
• Risk of dependence-paternalism
• Risk of stigmatisation:
work sphere
• Risk of stigmatisation:
Support Group
• Social Recognition
• Relationship with partner
• Visibility versus Invisibility
CODE (I) CODE (II)
1. Accompaniment 22. Social report
2. Public Administration 23. Entry to the labour market
3. Active agent 24. Interaction-Sociability
4. Agent of social change 25. Education and work experience
5. Aspects of the Project to be improved and changed 26. Achieving normality through work
6. Self-respect 27. Participation in the media
7. Personal freedom 28. Participation in organisations
8. Company subsidies 29. Risk of getting into a rut/making do
9. Certification of ill-treatment 30. Risk of dependence-paternalism
10. Conflicts of interest: Danone-FAB 31. Risk of stigmatisation: the work sphere
11. Work-life balance 32. Risk of stigmatisation: Support Group
12. Working conditions 33. Risk of stigmatisation: State aid
13. The economic crisis in Spain
34. Profile of women taking part in the Danone
Brand Ambassador Project
14. Definition of empowerment 35. Social recognition
15. Employability 36. Rehabilitation of ‘wife-beaters’
16. Empowerment 37. Relationship with partner
17. Emotional stability 38. Springboard job: cons
18. Social stigma 39. Springboard job: pros
19. Employment expectations 40. Generally positive assessment of Project
20. FAB-Danone training 41. Gender violence
21. Support groups 42. Visibility versus Invisibility
Table 2: Summary of the codes by dimensions

4.2. FINANCIAL
EMPOWERMENT
The evaluation of financial empowerment seeks to establish
the extent to which the Danone Brand Ambassador job open-
ing: (1) gave the women financial freedom; (2) triggered per-
sonal and social-relational empowerment. It also considers:
(a) whether the job acts as a springboard to other kinds of
employment; (b) the working conditions offered by Danone; (c)
the women’s experiences in doing this job.
The interviews reveal that the Project participants took advan-
tage of the opportunity to enter the labour market. Neverthe-
less, the economic crisis means they find it just as hard to
find jobs as everyone else.
Figure 8. The dimensions of economic empowerment
4.2.1. THE IMPORTANCE OF WORK
The financial empowerment provided the job helps the wom-
en achieve other personal goals. First and foremost among
these is having work:
«We know that work is important if one is to lead a decent life»
Ambassador 1
Work provides dignity and recognition. It boosts self-confidence
and facilitates personal relations. In the case of victims of do-
mestic violence, having a job is even more important. That is
because is a tool for rebuilding a shattered life and making a
new start. Having a job often prevents domestic violence by
reducing the women’s dependence on their former partners.
«It is vital that a victim of domestic violence and any woman
for that matter has a job. Financial independence is key. One
of the main reasons why women are ill-treated by their part-
ners or become dependent on them is because they have no
earnings of their own»
Stakeholder 5
«The job has helped make me independent — wholly indepen-
dent. That gives me great strength»
Stakeholder 2
Women who have a job and an income can develop and recov-
er more quickly from the psychological scars left by domestic
violence.
«Financial independence is key because often there psycho-
logical dependence. The fact is, a psychologically dependent
women with financial means is easier to ‘recover’ than one
who lacks them and is financially dependent on someone else»
Stakeholder 5

«A job is a way of getting on the path to recovery. Furthermore,
it gives you a great deal of strength. In other words, work is
everything»
Stakeholder 6
As a result, the women who have gone through the School
for women empowerment have undergone one of the most
important therapies on the path to recovery. The job has en-
abled them to overcome the fears, frustrations and memories
that stopped them leading a normal life.
«It was a therapy working there, it really was. One day, I said
to myself, “the next he comes by, I will talk to him”. He often
turned up but I didn’t go over to him or he walked up to the
stand and I stacked yoghurts on the shelves instead of chat-
ting to him. I finally plucked up courage and chatted to him.
He was about the same age as my former partner. It came as
a pleasant surprise to find he was really nice — not all men
are the same. It was like a therapy, it did me a world of good»
Ambassador 13
The Danone job gives the women income, a kind of therapy
and helps them learn skills that are useful in their personal
and work lives. It is a job that helps them recover their dignity
and learn new skills and discover their aptitudes.
«When they gave me the job, I was over the moon because
women who suffer domestic violence feel very low. It’s a job I
like and it is like a therapy. When you are on the job, you are
recovering your strength and self-esteem»
Ambassador 1

«It was a therapy and a life challenge. I was happy I had start-
ed on the path to recovery. Many women can lead a decent
life thanks to the Danone Project»
Ambassador 10
4.2.2. THE TRAINING GIVEN
The brand ambassadors are given special training at the be-
ginning of every campaign. Normally, the women’s training
covers sales techniques, customer service and the nutritional
nature and benefits of Danone products.
The sales/customer service training is carried out by School
staff based on materials and other support provided by the
Momentum Task Force. It is aimed at all the women in the
School, including those who may take part in the campaign
in the future.
The training is compulsory and is held two or three times a
year. The first training course is held at the beginning of the
campaign and later courses build on this and cover the launch
of new products. Danone nutritionalists cover features in the
sessions on the company’s products.
The first course is given at the beginning of each campaign
and the two remaining ones are ‘booster courses’ which go
over the same ground. These ‘booster’ courses are turned to
advantage to speak of products that have been added to the
line and of ones that have been withdrawn. Information is also
given when a special campaign on a product is under way and
for which extra knowledge is needed.
Other special training covers the campaign approach and the
daily work of the staff from when they arrive at the Point of
Sale to when they leave. It provides practical tips on how
to get through the security gates at the workplace, uniform,
shelf-stacking, how to place dairy products, approach custom-
ers and even how to fill in the weekly report.
Apart from this training, the brand ambassadors attend FAB
workshops designed to further progress at work.
«Training is one of the things that works well», said one of the
interviewees»
Stakeholder 17
TRAINING
WOMEN
PROFILE
SPRINGBOARD
JOB: PROS
WORK-LIFE
BALANCE
LEVEL
EDUCATION
JOB
EXPECTATIONS
RISK OF ACCOMMODATION
/ CONFORMITY
WORK
EXPERIENCE
WORKING
CONDITIONS
WORK-LIFE
BALANCE
WORKING
CONDITIONS
SPRINGBOARD
JOB: PROS
RISK OF GETTING
INTO A RUT
POSITIVE
TURNOVER
ECONOMIC CRISIS
IN SPAIN
BONUSES
COMNANIES
EMPLOYABILITY
FINANCIAL
DIMENSION

Not surprisingly, training is a core function. When the School
began, it started by training its trainers. At the beginning of
the Project, training fell to Momentum Task Force, but now
ESAB gives training on its own. In any event, Danone and Mo-
mentum Task Force staff are always on hand:
«We attend each training course to see if they need anything but
School staff give the courses. In that respect, the School now
runs the show,” noted someone from Momentum Task Force»
Stakeholder 17
The training seems to have yielded results:
«The good thing is that the women receive excellent training.
(…) They are very well trained»
Stakeholder 18
«There are women who have spent so much time on the job
that they know everything. Some of them even put the nutri-
tionists right»
Stakeholder 17
«Given that we have spent a lot of time in the Project, we know
the product inside out. I think we know the product and the
line very well indeed»
Ambassador 15
The training given to the survivors is another element in their
empowerment. While the training is aimed at performing spe-
cific work tasks, it also helps foster the women’s potential.
«With the training, I can persuade a customer to buy Danone
rather than Activa [another brand of yoghurt]. I don’t only con-
vince the customer but also myself. That gives me the self-as-
surance I need to ‘sell’ the product»
Ambassador 14
«The course was wonderful. It did me a lot of good — it gives
you confidence»
Ambassador 19
«There is the case of a girl in Málaga. She is a gypsy and had
almost no schooling but she is a great saleswoman because
she spent her whole life selling stuff in markets. In the last
course, she said “I want to thank you”. I replied, “What do you
have to thank me for?”. She answered, “I have spent my whole
life selling but I have never spoken as well as I do now”. She
said, “These sales techniques have really improved my sales
patter”. It was an eye-opener»
Stakeholder 1
The training is held in high regard by both the trainees and
the stakeholders.
Nevertheless, some people have been at the School for some
time and there is the risk that they may provide too much
information or lose interest. This is why new training methods
and contents have been introduced — for example, the use
of gaming approaches in the training preceding the 2014
campaign.
«How many times have you attended a training course and said
to yourself “Not again!”. That is why changes are needed to
make the training different »
Stakeholder 17
Another way training could be improved is to cover new prod-
ucts. Maybe the company’s urgent needs at Points of Sale
mean there is not enough time to give training: In these cas-
es, training is carried out over Skype or by telephone when
presence-based training proves impractical.
«When they bring out new products — for example, in the sum-
mer — we need training. Danone should give training on the new
products that are coming out»
Ambassador 13
«For instance, let’s say they bring out a Danonino product [mini-yo-
ghurt for kids]. You know about the strawberry one because it has
whipped fruit and is creamier. The fruit is whipped because it is
easier for kids to eat. The strawberry is natural and the yoghurt
creamier. Finally, I asked my supervisor, “So what do we say about
the natural yoghurt”. He said. “Say it is a treat”. So I came up
with: “The natural yoghurt is so creamy it is a treat to eat»
Ambassador 13
On other occasions, there are no sales arguments or the brand
ambassador has no answers to the customer’s questions.
However, one can always refer the shopper to the company’s
Customer Service Line. This tends to occur when reps ask
highly specific or technical questions about a given product.
The brand ambassadors get asked such detailed ques-
tions that it is very hard to come up with answers. That is
when they ask you what they should say. They realise that if
they don’t know the answer, they should not make one up.
Danone has a Customer Service Line. A brand ambassador may
askaveryspecificquestion—suchas:“Acustomerwantstoknow
if this product is safe for diabetics, what should I say?” If the girl
taking the call does not know,she will answer “You should call this
number and they will tell you straight away”. This lets the brand
ambassador off the hook, especially if it is a health-related issue»
Stakeholder 18
Finally, another area where the interviewees thought the
School could improve was in the monitoring of the training
given. With this mind, each rep has details of the courses and
workshops she has attended. These are set out in a so-called
‘training passport’.
«The only thing I would ask them to do is keep a record of the
woman’s training history. It would be like a ‘passport’ and easy
to put into effect. It could put: “She is currently taking the brand
ambassador course, the nutrition course (4 hours), course ‘X’
(two hours), sales techniques course (one hour), empowerment
course, and so on»
Stakeholder 14
In addition, this information (which is available to reps) may help
the women in their search for other jobs. That is because diplo-
mas and certificates specifying the duration, dates and subject
of training would likely be of interest to a prosepctive employer.
4.2.3. EMPLOYMENT OPPORTUNITY: SPRINGBOARD JOB
What does a ‘springboard job’ mean in the context of the Da-
none project? The job is no ordinary one. Rather, it is because
it is a two-year programme in which women act as brand am-
bassadors, receive training, psychological support and other
help from FAB.
The job was conceived as a bridge to regular employment,
not as an end in itself. FAB’s job-training workshops encour-
age the women to ‘leave the nest’ and even help them get a
better job.
Thanks to the opportunity provided by the springboard job,
some of the women have been able to find a normal job and
thus enter the labour market. In other words, they have en-
tered (or re-entered) the job market and have been financially
empowered as a result.
Some of the interviewees have been able to make a quali-
tative leap into service sector jobs (for example, as cooks,
supermarket till girls, saleswomen, telephone customer care
workers, waitresses, cleaners, etc.).
«Some women found work — for example in Carrefour hyper-
markets. If they see someone who is a good worker, they put
her on the till. There are people who have seen how well they
work and have snapped them up»
Stakeholder 14
«When Carrefour [supermarket chain] sees a woman on the
Danone stand and is interested in recruiting her, it is good
news for us (…) Carrefour sees the kind of person you are,
takes you and gives you greater opportunities and more work»
Stakeholder 11
There are even entrepreneurs, who have taken the plunge and
opted for self-employment. These women are the so-called
‘success stories’. For them, the springboard job was not only
a stepping-stone to better posts but it also paved the way to
working in a co-op or starting up their own businesses (for ex-
ample, in the interior decoration, catering, hairdressing, and
dance school sectors).
An example of this kind of entrepreneurship can be seen in a
project for setting up a furniture firm. The project was begun by
two women who took part in the School and are interior designers.
4 The idea is basically to use game methods to enchance motivation, concentration, effort, loyalty and other values fostered by games (Cfr. Deterding, S., Dixon, D., Khaled, R., & Nacke, L. (2011, September).
“From game design elements to gamefulness: defining gamification.”, Proceedings of the 15th International Academic MindTrek Conference: Envisioning Future Media Environments (pp. 9-15). ACM.

4.2.4. EVALUATING THE JOB OPPORTUNITY
The interviews reveal that the brand ambassadors have both
positive and negative views of their jobs. However, the pos-
itive views predominate with regard to the way the job em-
powers the women in financial, personal and relational-social
terms. The negative views are in a minority but are significant
nonetheless.
In general terms, the brand ambassador job gives the women
a degree of financial independence, which is needed if they
are to become empowered.
«For me, personal empowerment was key when I got the job»
Ambassador 9
A rep’s job consists of promoting all the usual products on Fri-
days and Saturdays. The task is to give customers information
on the various products stocked on the shelves in order to boost
sales. Apart from tendering advice to customers, the reps also
hand out discount cupons and organise product tastings.
The main features of the job were analysed prior to carrying
out the evaluation. For this purpose, the following eight di-
mensions of this kind of work were taken into account:
1. ENTRY INTO THE JOB MARKET
First of all, one should note that the job is an opportunity to
enter the labour market from which many women have been
excluded for years. There are many women for whom this is
their first chance to work after separating from their partners
as a result of domestic violence.
The job is therefore aimed at women who are hard up and may
be an effective way of getting them into paid employment:
«We came up with this job for women who lacked financial re-
sources and as a way of getting them into the labour market»
Stakeholder 7
The post is sometimes the first proper job for many women,
who have either not worked before or have only done casual
jobs (for example, as home helps).
«There are women who have never worked before, have nev-
er made Social Security contributions. Their first job is with
Danone»
Stakeholder 1
Those who have not worked before or who have been unem-
ployed for a long time have been excluded from the labour
market and the chances of finding a job are remote — espe-
cially in the case of older women.
The problem of having no previous history of employment is
made worse by domestic violence. Working as a brand am-
bassador therefore has special meaning for these women. In
such circumstances, the women interviewed saw the chance
of a job in a very positive light.
«For those who have not suffered domestic violence, it is hard
to grasp what this job means. The women in the programme
see it as a golden opportunity and our experience with them
has been very positive»”
Stakeholder 2
«For older women who have not worked for a long time, this
job is a chance to get back into the labour market»”
Ambassador 21
Contact with the labour market is a chance to learn new skills
and adapt to a new setting and pace of work for most women.
However, one of the most important advantages of getting a
job is that it lets women plan their future.
«We are trying to get a firm called Ana y Elvira off the ground.
What we do is pick up old furniture. We do not restore it but
rather make new furniture from old, coming up with new cre-
ations in the process. In a way, there is a social message. It
is that ill-treated women may feel they are good-for-nothings
but with the help of FAB and Danone’s Empowerment School,
they can rebuild their lives and forge ahead»
Ambassador 14
To some extent, working as a Danone brand ambassador for
two days a week during campaigns is simply a way for the
women to rebuild their lives. It is the first link in a chain that
leads to full empowerment.
«The job is the first link in the chain. It is a means to an end.
Remember that some of our women have been out of the la-
bour force for a long time. It is a path back into employment.
Moreover, it is compatible with their family commitments. It
also gives them a small income. The job is well-paid if one
compares it with what is being offered elsewhere in today’s
depressed labour market. Clearly, if they can find a second
job, they are not going to stop at working just two days a
week. The job should be seen as a springboard»
Stakeholder 7
The job became a springboard for the women, giving them the
chance to get a better job and climb the social ladder. This
springboard was conceived as a way of getting into employ-
ment and empowering the women in all three dimensions:
financial, personal, relational-social.
Nevertheless, the economic crisis and the shaky nature of
new jobs has made it harder to enter the labour market. The
women’s main aspiration is to get a full-time job — preferably
a Monday-to-Friday one. Unfortunately, it is a wish many wom-
en will be unable to fulfil.
«I would like to have at least one job from Monday to Friday
but it could also be Saturday — I am not fussy. I would like to
work every day, just like everyone else»
Ambassador 3
«I realise it is a springboard to get another job but some peo-
ple cannot find other work. I know, because I have been work-
ing solely with Danone for the last three years»
Stakeholder 12
The incorporation of survivors into the labour market was one
of the key objectives in the multi-disciplinary project. As we
have seen, finding women a job and a profession is one of
the best ways to help them escape domestic violence. Having
a job involves socialisation, financial independence, produc-
tivity, and self-esteem. A job gives a woman the chance to
reveal her talent — something that is impossible if she is
housebound and the victim of domestic violence. Finding a
job lets her rebuild her life and free herself from the shackles
of financial dependence on her partner.
This is why ‘positive turnover’ is important. It seems that
there was positive turnover in the beginning and that the wom-
en went on to better things. However, Spain’s current econom-
ic crisis and sky-high unemployment rates means that there
are very few jobs to be had.
«Until the economy has picked up a bit, one has to focus on
Danone because it is what keeps the wolf from the door. You
have to be realistic»
Ambassador 12
The slump means there are also brand ambassadors who left
the Project to start a new job but who have been forced to
return because of the deepening crisis.
«We now know the score. Today you are here, tomorrow you
are there. Many women who found other jobs end up coming
back because they have been laid off, or were substituting for
someone, or whatever. There are always new women but a lot
are ones returning to their old job»
Stakeholder 3
There are now big hurdles to getting a job, which makes the
School’s mission of getting women into better-paid employ-
ment much more difficult. These problems have forced chang-
es in the way the Project works.
«Basically, the crisis killed the original Project, which was for
the women to spend a year in skill workshops, a year being
empowered and then for a new batch of women to take their
place the following year»
Stakeholder 10
ENTRY INTO THE JOB MARKET
WAGES
DURATION OF THE JOB
WORKING CONDITIONS
WORK-LIFE BALANCE
THE POSSIBILITY OF COMBINING THE JOB
WITH OTHER EMPLOYMENT
‘POSITIVE TURNOVER’
RISK OF GETTING INTO A RUT
1.
2.
4.
3.
5.
6.
7.
8.

In working as brand ambassadors, the women sometimes
decide to continue their training and begin a career — some-
thing that they had never thought about hitherto. This first job
allows them to plan their working future.
«One girl said that thanks to the job in ESAB, she had dis-
covered she liked working with customers and that she felt
at ease with people. It came as a revelation to her. She is
thinking about becoming a receptionist or something similar
so that she can find new job opportunities»
Stakeholder 3
Metaphorically speaking, one can say the chance to work as
a brand ambassador has given some women the ‘push’ they
needed to overcome prejudices and the hurdles to getting a
regular job. It is an opportunity to learn how to sell, how to
relate to customers, supervisors, work mates and shopping
centre staff.
The brand ambassador post gives women an entrée into the
labour market and once they have learnt the ropes, they work
hard to advance their careers. For them, the job with Danone
is the stepping stone to a regular job.
2. WAGES
Those interviewed consider they earned a fair wage as brand
ambassadors but that it was not enough to make ends meet.
The women only work two days a week, which makes it hard
for them to live solely on the earnings of this job. The aim is
to reduce the women’s reliance on benefits and help them
earn a living wage and take charge of their lives.
In any event, the salary for this job is above the market aver-
age. The wage, though modest, helps the women make ends
meet. In general, the women consider themselves well-paid
but given that they work few hours, their take-home pay is
fairly modest.
«The job helps a little — it is not badly paid. It is alright as far
as wages go but it is not enough to make ends meet. After all,
it’s only two days a week»
Ambassador 19
«It’s not much but it helps»
Ambassador 2
Brand ambassadors find it next to impossible to get by on this
wage alone.
Many of the women want to earn more so that they can lead
more independent lives, make ends meet and not have to de-
pend on others for money. Some of them have to share a flat
and expenses with others. It is something they do not want
to do in the future.
«I cannot imagine making ends meet. I would like to be able to
pay for my room and do whatever I like. To tell the truth, I would
like to live on my own. With my flat-mate, we can make our
money go a little further but I would prefer to live on my own»
Ambassador 12
«I would like to live on my own, be able to pay for the heating
in winter, switch on the lights, take a shower — things like
that. As things stand, that is a pipe dream. What I earn now
is not enough to get by with. I have my heart set upon being
able to live on my own someday»
Ambassador 16
The job is limited to certain seasons each year, when promo-
tion campaigns are held. Generally speaking, the job lasts
from February to November. There are promotions in some
centres on the coast during August (the peak holiday sea-
son). The reps are only paid for those months when sales
campaigns are under way. This means that the women do not
have any income during the slack months, when it is harder
for them to make ends meet.
To make sure that this situation does not create hardship for
the reps, efforts are now being made to offer the women work
on other campaigns/promotions. The School is seeking new
clients so that the women can work the whole year round.
«When things get tough they tighten their belts but the prob-
lem is in months when they don’t work — such as in August
when everything stops for the holidays. They earn nothing in
those months and have no job and no wage»
Stakeholder 7
Nevertheless, the wage issue is secondary if one considers
the other benefits the women say flow from their jobs as brand
ambassadors. Money is important but there are other things
the women prize too.
The women feel appreciated for their work. In entering the
labour market, they forge contacts, create networks of work
mates, friends, rise to new challenges, and learn how to deal
with the public. This makes them happy and feel more self-as-
sured — which is hardly surprising given that their erstwhile
partners spent years telling them they were good-for-nothings.
«It’s not so much about money because this wage is not
enough to live on. It is much more important knowing that
people trust you, that you have a job and that it might lead to
another one. That was the most important thing for me»
Ambassador 16
«When you look round and see that women in their 20s, 30s,
and 40s are on the dole and you (60) are working, you thank
your lucky stars are earning a wage, low though it is»
Ambassador 16
The non-monetary benefits the ambassadors receive are
therefore important — at least for them. There are even cas-
es where women prefer to take this job rather than accept
one with similar pay but which involves subsidies and charity.
Working gives the women the chance to forge new social rela-
tions, feel they are capable of living on their own and manag-
ing their finances as they see fit.
«We get a family allowance, but I wouldn’t care if I didn’t get
a penny. I needed to get back into work, forge contacts with
work mates and with the boss. I needed to start living again
because up until then, all I did was take the kids to school,
stay at home, clean the house, go shopping. The whole day
was taken up with children and the home»
Ambassador 10
The extent to which job satisfaction offsets the miserable
wage can be gauged by the fact that some women do not
want to look for something else:
«I am thrilled to bits with the job. I wish they paid a bit more.
Whatever else happens, I will stick with Danone. I haven’t
left the job because I love it and it’s the same story with the
Foundation»
Ambassador 12
Although the brand ambassadors’ are generally happy with
their jobs, some of them would like to have bigger perfor-
mance incentives. Such incentives, they argue, are needed
to prevent people ‘resting on the oars’. The ambassadors’
wages comprise a fixed element and a variable one.
«In fact, the ambassadors do receive a performance bonus.
The fixed component makes up roughly half of the pay packet.
The other half is based on various targets. One of these tar-
gets is to send in an end-of-week report because “If you don’t
give people an incentive to file a report, they don’t»
Stakeholder 17
Other incentives cover: punctuality; neat uniforms; image; good
behaviour; effective salesmanship (approaching customers,
coming up with good sales arguments, beating down objections);
100% attendance during the campaign. These incentives are
used in assesing the variable component of salary. The team
leader makes the evaluation. The bonuses are almost always
paid because the women usually meet their targets.
There is also an incentive bonus for turning up regularly to
work. It is paid providing the brand ambassador does not
miss a day’s work in any given month. However, if there is a
good reason for the woman’s absence, she is paid it anyway.
There is another a sales-based bonus. The target is 300 con-
tacts with customers and a sales conversion rate of 80% of
these. This information is contained in the weekly report but it
is very hard to check the data. In practice, there is no penalty
for failing to reach these targets.
«If these targets [300 contacts, with an 80% sales conversion
rate] are not met, we cannot penalise the women. Bear in
mind that contacts are the customers — the brand ambassa-
dors have a counter to keep tally. The counter can be tinkered
with. The sales conversion rate can also be fudged — you can
put a packet of yoghurt cartons in the trolley and then take
them out when nobody is looking. It is hard to keep check»
Stakeholder 17
One should note that 300 is a guideline figure, given that not
all the points of sale have the same through traffic. That said,
the figure gives a rough guide to how active the rep is.
«It is hard to evaluate, even if they say “I swear I have spo-
ken to 300 people, of whom 80% have put yoghurt in their
trolleys”. That is because they have no idea if the shopper
has put the yoghurt back on the shelf when the ambassador’s
back is turned»
Stakeholder 17

One should also note that the incentives depend on the pur-
pose of the social programme and the commercial campaigns
(whose purpose is to tell customers about Danone products
and their benefits).
The present incentives for reps thus cover: punctuality; uni-
formity; attitude; doing things right; reporting; showing up for
work throughout the campaign.
3. WORKING CONDITIONS
Apart from financial sustainability and independence, some
interviewees opined that improvements should be made to
working conditions. While the women taking part in the proj-
ect were generally happy with working conditions, there were
also some complaints.
The first complaint was that the Danone stands were cold,
given that they are sited right next to the dairy product chill
cabinets.
«I love my work but it’s freezing on the stand. It gives me ear-
ache. Even so, I love my job»
Ambassador 12
Some workers have their own tricks for keeping warm, for in-
stance by wearing thick clothes under their uniforms. This helps
them withstand the cold near the dairy product chill cabinets.
Even so, some respondents made light of the cold:
«It there is one drawback to the work, it’s the cold but one
gets used to it. One can get used to anything»
Ambassador 23
The second thing some of the interviewees complained about
was the uniform. Some felt the uniform should not only look
good but also be warm. Accordingly, they suggested two uni-
forms — on for summer and the other for winter.
«We only have one uniform and mine is threadbare.»
Ambassador 15
Other brand ambassadors disliked the uniform because they
considered it old-fashioned. The women liked the uniform’s
fetching combination of blue and white but some thought the
style old-fashioned and unflattering.
«I don’t like the uniform. The colour is very nice with a lovely
combination of blue and white which really stands out but the
style is very outmoded»
Ambassador 19
These two issues — the cold and the uniform — seem to be
minor ones that the women have coped with and do not con-
sider that important. It is hardly surprising that the area next
to the chill cabinets is cold but if Momentum Task Force were
to make a uniform with a fur lining, it would be easier to with-
stand the chill coming from the shelves. A meeting was held
in Madrid with the brand ambassadors and they were asked
for their views on which uniform they would most like to wear
throughout the campaign.
«There were sketches of three uniforms and we held a meeting
so that the brand ambassadors could say what they thought.
They said they liked one or the other because of the collar and
so on. That said, it is impossible to please everyone»
Stakeholder 18
Other suggestions for improving working conditions con-
cerned campaign logistics. Some brand ambassadors wanted
somewhere they could store promotional items and hand out
products. At present, the women have to carry promotional
items and the desk from home each day. However, the women
acknowledged that these issues depended on the policy ad-
opted by each store and that there was little that such as be
done on this score.
«I wish we did not have to carry the stand home and that the
store let us leave it there. Then we wouldn’t have to lug it
from home»
Ambassador 19
The ambassadors pick up the campaign materials from the
Momentum Task Force in Madrid or Barcelona. For those living
outside these cities, the material is sent by courier to the am-
bassador’s home address. They have to carry the promotional
material from home to the Point of Sale given that materi-
als cannot be left at the points-of-sale because they take up
space. Anything left behind is broken up by supermarket staff
and thrown away.
The split working hours for those ambassadors living a long
way from the workplace is one of the difficulties that crops up
frequently in the interviews. Some shopping centres are in the
outskirts, which are hard to reach without a car.
On other occasions, the ambassadors work a split shift, with
a three-hour break at midday. They have to stay in the shop-
ping centre, either because there is not enough time to go
home and return to work or because it was cost too much in
bus/train fares. This can be very tiresome, even though some
shopping centres do allow the ambassadors to rest in their
staff rooms.
«I live in San Pedro [Alcántara, Málaga] and I now work in
Estepona [Málaga] so I have to spend the whole day in the
shopping centre. I cannot go home at midday because I would
have to spend all of my wage on transport [work and home are
23 kilometres apart]. So I have to spend three hours kicking
my heels at midday before I can go back to work»
Ambassador 12
Going beyond this particular case, working in a company — es-
pecially if one does not have experience of promotional work or
in a salesforce — can be daunting and hard to adapt to.
Entering a sector like this with the idea of turning it into a
normal job can be a bit of a let-down for the ambassadors,
who are used to more friendly treatment. Nevertheless, being
treated as just another worker may be seen as part of the
process of recovery and personal empowerment.
«One of the things we have to accept is that all the women
should be treated equally. That is a way stage on the path to
recovery and getting them back into society. In other words,
you are just another member of the group and can expect to
be treated as such. That is because if you are treated differ-
ently, you remain a victim»
Stakeholder 17
There is a dearth of hard evidence but one can say that the
issue of victimisation is a source of conflict — a point made
by some of the ambassadors those interviewed.
«Some make an effort to overcome everything that is thrown
at them. Others prefer to play the victim, cry crocodile tears
and work it to their advantage. There are some real worms
— it’s embarrassing. You shouldn’t pity those who do not de-
serve it. Maybe I am too tough but then life has been tough
on me. On the other hand, I think there is nothing wrong with
taking responsibility for one’s actions»
Ambassador 21
4. THE PART-TIME NATURE OF THE JOB
As noted earlier, the brand ambassador’s job is a part-time
one, with just two days of work a week and then only when
the company holds marketing campaigns. These campaigns
are irregular and are held whenever Danone has a compelling
business reason for conducting them.
«At best, they carry out 2 or 3 campaigns a month»
Stakeholder
Generally speaking, the ambassadors would like there to be
more campaigns because this would boost their earnings. At
present, most of the women have to look for other sources
of income to cover the periods when they are not working as
brand ambassadors.
«It is a pity that this job cannot be done in a way that would
pay better. During the week I spend my time looking for ways
to make more money because I earn very little right now»
Stakeholder 4
However, this comment on the few hours of work available
should not be construed as a criticism but rather a wish for
more work. The brand ambassadors like their jobs and want
more of it.
«I would be thrilled to bits if I could work one more day a week.
I like my work and do it well. What a pity I can’t spend more
time at work»
Ambassador 12
«If I could work more days, that would be great — it would
bring in more money and I like the work anyway. I like chatting
with the other girls. They are also very happy with the work.
We all say that two days a week is just not enough»
Ambassador 3
The women are happy with the job and the skills it fosters
— something that should be weighed against the ambassa-
dors’ wish to work more and boost their earnings. The women
acknowledge that this job opportunity is just a beginning and
see it as such.
«Of course, I would be happy if I could work more days but in
any case, the job fosters social relations with others»
Ambassador 22

«I think we work 8 hours a day, two days a week — it’s not
much but it is good for the women both as job experience and
at the personal level»
Stakeholder 3
On the other hand, the short working hours are also seen as
an advantage in some cases. It gives the victims of domestic
violence the chance to work but also time to meet others and
take heart.
Perhaps — as some of those interviewed said — longer
working hours would not have helped the women solve their
personal problems. The present working week is about right
because it gives the women enough free time to further their
own empowerment.
«It would be very tough if I have to go to work every day from
8 a.m. to 3 p.m. Having to do that when you feel low and have
kids to look after would be hell. It would have done more harm
than good»
Ambassador 5
«It’s just two days work a week but it is enough for me. Ob-
viously, I will need to work more but it is fine for now. Once
I have got used to working and have picked up a bit of expe-
rience, I can look for something else. No doubt I will tackle
this when I feel strong enough to tackle interviews and drop
my curriculum off. Right now, I have enough on my plate and
it suits me fine»
Ambassador 5
Other women said they needed to work more hours. When
they can, they supplement their earnings with another job but
it is sometimes hard to find anything.
«You hope you will not spend your whole life doing this, that
you need to look for something a little more challenging. You
have to find a second job to make ends meet»
Ambassador 19
Although the short working hours foster empowerment, they
also have unwanted side-effects. When the women go to a
Job Centre, they cannot take certain work counselling pro-
grammes because these cater to the unemployed. The fact
that the women have a job (albeit only for sixteen hours a
week during campaigns) means these resources are not avail-
able to them.
Being unable to use such employment resources may make
the women’s employment situation more precarious and force
them into unwanted part-time work. ESAB is currently working
to expand its client base and reps’ working hours. The School
seeks socially-committed firms that believe in the women’s
potential to make the company’s sales campaigns a success.
«When doing a precarious job deprives you of other employ-
ment opportunities, it is hard to get out of the rut»
Stakeholder 5
Another problem experienced by some brand ambassadors
was that their part-time job stopped them accepting other
work with overlapping hours. The Danone job takes up Fridays
and Saturdays and it is hard to find a job from Monday to
Thursday or from Sunday to Thursday.
Despite these hurdles, the women have a very positive view
of the opportunities provided by the job, which allows them
to forge social links and relations and to (re-)enter the labour
market.
«They can’t take a Monday-to-Friday job because they work
for Danone on Fridays. On the other hand, it is a wonderful
opportunity for women who have been out of the work market
for a long time and cut off from society and friends. The job
has considerable benefits for them»
Stakeholder 9
Another time limitation built into the ESAB project is that each
woman’s employment contract is for a maximum of two years.
For some people, this limitation is a drawback, setting tempo-
ral bounds to the empowerment process.
At the outset of the ESAB project, it was envisaged that the
job would only last two years. This was the time span within
which the reps were expected to complete their training and
work in the campaigns. Two years was thus the time given to
successfully carry out the empowerment process and to get
the women into regular jobs.
Some women felt this two-year horizon was a handicap, al-
though they were also quick to concede that the experience
had helped their empowerment. They also noted that women
who had not been able to find regular jobs within the two
years were able to continue working as reps.
The two-year length of the programme and the empowerment
process is a guide rather than a fixed term. That is because
each woman’s needs and pace of development are different.
Accordingly, ESAB, Danone and Momentum Task Force allow
women to take for the programme for as long as considered
necessary but encourage them to move on. One should also
note that the depth of the economic crisis in Spain means that
alternative jobs for the women are pretty thin on the ground.
«I would like to have continued in the job, I really would. It
gave me my life back. It is hard to put into words»
Ambassador 7
5. WORK-LIFE BALANCE
As mentioned, one of the advantages of this part-time job is
that it is compatible with looking after one’s family.
The job is not only compatible with the care of children and
the elderly but also gives the women enough time to look for
a full-time job or to undergo vocational training to enhance
employment opportunities.
«The bright side to the working hours in the Danone job is that
one has time to look after one’s family»
Stakeholder 2
«The hours give single mothers the chance to look after their
children. That is important because the courts usually award
custody to the mother. The first thing one has to consider is
whether the job is compatible with the candidate looking after
her children»
Stakeholder 7
«This job allows me to study and better myself at the same
time. At the moment, I am working at a Dental Clinic. I quali-
fied as a Dental Hygienist while I was working at Danone. If it
had not been for the Danone job and its short hours, I would
not have had that opportunity»
Ambassador 23
This chance to combine work with family duties is seen as a
big plus. Even so, a few interviewees considered that the job
made things harder because someone had to be found to look
after the children while the mother was at work. Sometimes
the children were left unattended.
«We have lots of bills to pay and what with the crisis, we can-
not afford a baby-sitter»
Stakeholder 11
That said, very fiew women raised this objection when accept-
ing the job. For some of those interviewed, the women need
to set priorities when making their choices but family circum-
stances are not usually a problem.
«The woman [brand ambassador] has to decide priorities:
looking for a job, looking after her kids — that is the ques-
tion. That can be tricky — for example, one of the women
said to me “I have nobody to leave my three daughters with
on Saturday”»
Stakeholder 2
As mentioned earlier, for women that have suffered domestic
violence, the job triggers empowerment and helps the women
overcome the initial difficulties.
A brand ambassador’s job thus seems to be compatible not
only with the ‘survivors’ family duties but also with helping
overcome the trauma caused by domestic violence.
«It was a great help at the time. It was hard to cope with ev-
erything — emotions, mental state, and organisation (I have a
five-year old son). I could do this job because of the hours and
psychologically speaking, there was a big incentive to take it»
Ambassador 23
6. OPPORTUNITIES TO COMBINE THE JOB
WITH OTHER EMPLOYMENT
Here, we shall shed a little more light on the opportunities for
and obstacles to combining the job with other employment.
In some cases, the women were able to capitalise on these
opportunities, which boosted their earnings and self-respect.
Success gave them the feeling that they had made big strides
towards empowering themselves.
«The brand ambassador’s job can be combined with hotel
work. The firm respected my commitment to Danone on Fri-
days and Saturdays and I work the other days at the hotel.
The two jobs dove-tailed without a hitch»
Ambassador 4
«The job at Danone was compatible with the other job be-
cause they asked me to work in the kitchens again. I was able
to do both jobs»
Ambassador 11

REPORT: Danone, Ecosystem Fund and Ana Bella Foundation Project: Balance & Perspectives (2011-14)

REPORT: Danone, Ecosystem Fund and Ana Bella Foundation Project: Balance & Perspectives (2011-14)

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REPORT: Danone, Ecosystem Fund and Ana Bella Foundation Project: Balance & Perspectives (2011-14)