[{"bbox": [82, 147, 1167, 644], "category": "Table", "text": "<table><tr><td></td><td></td><td></td><td>mobilising private/CSR funding and fostering support for implementation of certain recommendations. Other European initiatives, including with CSOs or Local Authorities (cities and states) could also limit such risk.</td></tr><tr><td>Misperception that the project is increasing incidence of gender based violence in the production clusters of the textile industry of Tamil Nadu due to increased reporting</td><td>Medium</td><td>Low</td><td>The action will bring civil society organisations to work closely with hosting communities in the production clusters. The implementing partners, in close coordination with the industry, will emphasise the benefits of increased reporting in breaking the culture of silence associated with GBV.</td></tr></table>"}, {"bbox": [92, 646, 252, 670], "category": "Section-header", "text": "Lessons Learnt:"}, {"bbox": [92, 690, 1162, 1035], "category": "List-item", "text": "1. From the EU funded We Empower Asia (WEA), one of the lessons learned in mobilising companies for adoption of the WEPs is that they see value in associating with these principles. This is demonstrated in the increase in the number of signatories from 54 at the start of WEA in 2019 to 327 until June 2022. However, the challenge remains in implementation of these principles at a large scale. Implementation of principles that are not aligned with either legal provisions or CSR mandates remain a challenge. Implementation of the WEPs require continuous follow-up, dialogues, and capacity building to accompany the changes. A few corporates have taken up specific projects with UN Women related to women's safety (such as H&M) and women's decent employment opportunities. For example, UN Women India launched the first ever WEPs Action Dialogue Series through convening five prominent technology companies ([24]7. ai, Capgemini, HCL Technologies, Zensar Technologies and Natwest group) to commit to bringing women who have taken career breaks back to work and providing mentorship for career progression at the same time bringing more companies into the fold of the intervention. There is more appetite for this among other companies. Continuous funding is needed to regularly convene such platforms to elicit private sector commitment at scale."}, {"bbox": [92, 1061, 1162, 1328], "category": "List-item", "text": "2. Impact surveys conducted by WEA India for participating entrepreneurs, including among small sized companies, showed that women entrepreneurs benefitted from WEA interventions by learning how to improve their business models and improved their knowledge on digital literacy and e-commerce. Several were able to expand their markets both within the country and the region and for many, the key priority moving ahead remains business expansion, attracting capital for their business as well as gaining the knowledge, skills, and tools to help make their business more viable and identify growth opportunities (improve competitiveness / performance). One of the lessons learned is that women entrepreneurs continue to find outreach a major challenge in terms of connecting with the right companies and having the respective contracts for access to finance and markets. They need guidance on assessing their financial needs, understanding their financing options, and even deciding on the right time to raise investment. There are few financial products available that meet their specific needs."}, {"bbox": [92, 1353, 1162, 1486], "category": "List-item", "text": "3. Still under WEA, through trainings on Gender Responsive Procurement for large corporates in India, a key learning was that companies often struggle to identify and validate women-owned businesses, indicating the lack of a unified and reliable procurement database for women entrepreneurs and a standardised mechanism to measure prevalence of women participation in the supply chains. Helping women owned business to access corporate procurement processes will drive business viability and jobs for women in more secure companies."}, {"bbox": [92, 1512, 1162, 1620], "category": "List-item", "text": "4. A key learning under UN Women's Second Chance Education programme (SCE) around curtailing the dropout rates of women from jobs was due to ensuring continuous peer and social support networks and counselling for those women successful in getting jobs in the formal sector. Mobilising the family and community members of young woman is equally important as without permission granted for these women to leave home to access jobs"}, {"bbox": [1026, 1681, 1142, 1705], "category": "Page-footer", "text": "Page 16 of 25"}]