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These tools for the off-grid energy sector can be used to explore gender opportunities, screen potential investments through a gender lens, and advise portfolio companies on how to better integrate gender into their operations and supply chains. Then follow the evidence to learn where gender matters most with the off-grid energy Gender Materiality Map.

GENDER OPPORTUNITIES EXPLORER

Understand opportunities to better integrate gender in an off-grid energy company’s operations and supply chain

GENDER SCORING TOOL

Complete a questionnaire about the target company to generate a personalized gender scorecard

CASE STUDIES

Explore how leading off-grid energy companies integrate gender into their operations, and the resulting business and social benefits

  • Copyright: RHU (Uganda).

    Off-Grid Energy
    Gender Opportunities Explorer

    The Gender Opportunities Explorer highlights opportunities to better integrate gender in the operations and supply chain of an off-grid energy or energy application company.

    Opportunities are broken down into the following gender-smart domains:

    • Board
    • Senior Management & Employees
    • Entrepreneurs / Contractors
    • Gender Lens with Consumers
    • Gender Opportunities in Community

    Click through the horizontal tabs above to explore opportunities in each domain.

    The following sub-categories represent specific value chain segments:

    • Design and R&D
    • Production & Manufacturing
    • Marketing & Sales
    • Distribution & Installation
    • After-Sales Service

    Listed as lefthand tabs when relevant, explore how these sub-categories intersect under each domain. Also included are good Institutional Policies & Practices that span various enterprises.

    • Key

      • Opportunities that are relatively inexpensive and easy to implement.
      • Opportunities with high-impact potential for the business.

      Institutional Policies & Practices

      • Support and maintain diversity on the board of directors prioritizing a minimum of 2-3 female directors to avoid the perverse effect of apparent "tokenism".

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Institutionalizing gender equity

      Institutionalize commitments to ensure gender integration efforts are successful across company:

      • Establish corporate-level commitment to gender equity, and clearly communicate this to managers and staff.
      • Have a company plan for gender diversity, including targets and measurement systems.
      • Train managers on gender equity, unconscious bias and how policies may be used differently by men and women (e.g., flex work).
      • Ensure that minimum national and international environmental and social (E&S) standards for women are met- such as access to unions, grievance mechanisms, payment of minimum wages, maternity leave, provision of the correct personal protective equipment (PPE) and physical facilities, stringent sexual harassment policies.
      • Collect disaggregated HR data on recruitment, hiring, pay, promotion, and retention by gender (and other categories such as race and ethnicity).
      • Review and revise all HR policies to contain gender-inclusive language and ensure gender equality,
      • Assess and revise internal and external communication to contain gender neutral and or gender equitable language and photos.

      Recruitment & hiring

      Implement equitable recruitment and hiring processes that leads to an increased number of qualified women applying for and obtaining positions:

      • Remove bias from job descriptions. Wording in job descriptions can impact whether more females or males apply (i.e. research shows that “masculine” adjectives like “superior,” “competitive,” and “determined,” result in less female applicants). All qualifications should directly tie to duties performed on the job.
      • Consider conducting blind resume screening by removing names before review.
      • Define objective hiring criteria and get hiring teams on the same page ahead of time to prevent unspoken or subjective criteria from appearing late in the evaluation stages.
      • Design selection processes to reduce bias through behavior-based interviewing and diverse panels of interviewers.
      • Prohibit inquiring about the status or plans of the following in job applications or during interview processes: marriage, pregnancy or care responsibilities
      • Ask potential hires the same questions. Develop an interview script that is used for each candidate for a certain job.
      • Expand your talent sourcing networks* to attract a more diverse pool of candidates, particularly in fields and functions traditionally dominated by men. Tap into diversity-oriented social networks and job placement services, and partner with minority organizations or diversity-oriented groups at universities to offer internships to high-potential female graduates.

      Promotion & Employee Evaluations

      Design equitable pathways to promotion for women and men in order to develop, motivate and retain organizational talent:

      • Ensure professional development and career advancement opportunities (including mentorship, sponsorship, and trainings) meet the needs of, and are accessible to and used by both men and women.
      • Establish and implement inclusive, gender-equitable succession plans (ensuring succession plans including gender-neutral selection criteria and plans to develop candidates).
      • Assess employee performance based on standard decisive factors and metrics that are consistent across other employees in similar job functions.
      • Use a uniform evaluation cycle. Conducting performance reviews of all employees simultaneously helps supervisors dedicate ample time to write good evaluations and ensure consistency among all employees.
      • Ensure managers are given adequate time to do their evaluations (The more rushed people are, the more they rely on stereotypes) and ensure managers maintain a regular (i.e. monthly or bi-monthly) performance log for each subordinate.
      • Provide training to manager to counteract bias in performance reviews.
      • Have measures in place to ensure professional development programs are scheduled at times that accomodate the scheduling needs of both men and women.

      Pay equity

      Eliminate pay gaps between positions of comparable levels:

      • Do not ask for previous salary history when hiring, or have applicants name a salary.
      • Create narrow pay bands, as women are less likely to negotiate the first offer.
      • (if possible) Implement pay equity processes grounded in statistical analysis with annual reviews, including bonuses or commission. Control for observable factors – such as level of position, years of experience, education. Assess other financial benefits such as bonuses, insurance benefits, and retirement contributions when reviewing compensation.
      • Provide managers with pay data, where they stand in terms of pay for men and women, and if applicable - market information.
      • Inform employees of low, median and high pay ranges for particular roles.
      • Implement formal remediation protocols to ensure pay equity processes are implemented appropriately and that manager discretion doesn’t promote inequality.
      • Provide direct payments into the bank accounts of female employees. When payments are given to a household, men often have control over spending decisions. However, giving payments directly to women enables them to make decisions around how the money they earn is spent and potentially increases employee satisfaction and retention.

      Addressing gender-based violence

      Address sexual harassment and other forms of gender-based violence at work to foster a healthy climate where employees are safe and productive:

      • Have a strong sexual harassment policy that employees are aware of. This can include a definition of sexual harassment; and a statement about commitment to providing a zero-tolerance, discrimination and harassment-free workplace.
      • Enact a whistleblower policy.
      • Implement a transparent reporting process that involves third party reporting systems.
      • Have multiple people receive reports from the transparent reporting process (not just in HR) to improve accountability.
      • Have confidential grievance reporting, resolution, and non-retaliation mechanisms in place
      • Provide employees with bystander training, which provides strategies and skills for employees to intervene when aware of potential sexual harassment.
      • Have all employees go through training on what harassment is and what causes it.

      Flexible work

      Offer flexible work opportunitiesto accommodate work-life demands of men and women that will vary based on position, but could include:

      • Flextime, Compressed work week, and/or Telecommuting or working from home

      Support for care and health

      Support working parents/caregivers and general employee health in order to retain talent and ensure operational consistency across life transitions:

      • Have a paid maternity leave policy (ensure meets minimum requirement of government).
      • Have a paid paternity leave policy (ensure meets minimum requirement of government).
      • In cases where a job may be harmful or physically challenging for pregnant women, allow temporary job reassignment
      • Provide mentorship, support, and/or training to ease the transition when returning from parental leave.
      • Provide adequate space and breaks for breastfeeding/pumping.
      • Support access to child and dependent care (e.g., through on-site childcare, subsidies / vouchers / reduced rates with child and elder care providers / reserved spaces in childcare centers / public-private partnerships).
      • Provide "family and medical leave" or comprehensive sick leave (ensure meets minimum requirement of government)
      • Provide health care benefits (ensure meets minimum requirement of government)
      • Provide an option for a phased return to work after maternity or paternity leave
      • Provide personal protective equipment for both men and women, also taking into consideration the needs of pregnant and nursing women

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Recruitment & Hiring

      • Expand your sourcing networks to attract a more diverse talent pool particularly in areas traditionally male dominated. Look at diversity-oriented job groups, and partner with diversity organizations or diversity-oriented groups at universities to offer internships to high potential female candidates.
      • Analyze and revise existing internship programs to set balanced participation from males and females as an expectation. If new internship programs are developed, design the program with gender-inclusive processes.

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Recruitment & Hiring

      • Expand your sourcing networks to attract a more diverse talent pool particularly in areas traditionally male dominated. Look at diversity-oriented job groups, and partner with diversity organizations or diversity-oriented groups at universities to offer internships to high potential female candidates.
      • Analyze and revise existing internship programs to set balanced participation from males and females as an expectation. If new internship programs are developed, design the program with gender-inclusive processes.

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Recruitment & hiring

      • Screen for qualities that may be important for sales / the position (e.g., motivation, ability to thrive in customer interactions) as opposed to education and job history to avoid excluding talented candidates. Socio-cultural norms and lower education levels may have precluded women from typical precursor jobs.
      • Offer a trial period for sales agents to test whether the role would be a good fit. This can reduce costs associated with training and retention as only those who are more qualified and committed receive continued support.

      Promotion & Employee Evaluations

      • Provide staff with ongoing training and field-based mentorship opportunities to build skills related to sales and customer interaction (with content and format tailored to women's and men's needs).

      Pay equity

      • Consider how payment mechanisms can meet the needs of female and male agents. For example, while male sales agents might be more motivated by higher commission with a relatively low base salary, female sales agents may prefer a more stable base salary with lower commission levels.

      Addressing gender-based violence

      • Consider safety needs of female agents traveling to sell products and collect payments. For example, have women travel with male colleagues when / if needed (e.g., in collecting payments from male customers who have not been paying)

      Flexible work

      Offer flexible work arrangements pregnant women and mothers who travel for work:

      • In cases where a job may be harmful or physically challenging for pregnant women, allow temporary job reassignment or a modified schedule
      • Particularly for mothers, provide flexibility in travel requirements.
      • Provide flexibility in scheduling meetings and sales / distribution activities.

      Support for care and health

      • Consider allowing staff to travel with their children and children's caregivers to enable female agents to balance work and care responsibilities.

      Other

      • Consider field logistics by providing appropriate travel allowances and/or access to things to travel (e.g., motorbikes, bicycles) - ensuring that whichever option is pursued is discussed with women.

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Recruitment & hiring

      • Screen for qualities that may be important for sales / the position (e.g., motivation, ability to thrive in customer interactions) as opposed to education and job history to avoid excluding talented candidates. Socio-cultural norms and lower education levels may have precluded women from typical precursor jobs.
      • Offer a trial period for sales agents to test whether the role would be a good fit. This can reduce costs associated with training and retention as only those who are more qualified and committed receive continued support.

      Promotion & Employee Evaluations

      • Provide staff with ongoing training and field-based mentorship opportunities to build skills related to sales and customer interaction (with content and format tailored to women's and men's needs).

      Pay equity

      • Consider how payment mechanisms can meet the needs of female and male agents. For example, while male sales agents might be more motivated by higher commission with a relatively low base salary, female sales agents may prefer a more stable base salary with lower commission levels.

      Addressing gender-based violence

      • Consider safety needs of female agents traveling to sell products and collect payments. For example, have women travel with male colleagues when / if needed (e.g., in collecting payments from male customers who have not been paying)

      Flexible work

      Offer flexible work arrangements pregnant women and mothers who travel for work:

      • In cases where a job may be harmful or physically challenging for pregnant women, allow temporary job reassignment or a modified schedule
      • Particularly for mothers, provide flexibility in travel requirements.
      • Provide flexibility in scheduling meetings and sales / distribution activities.

      Support for care and health

      • Consider allowing staff to travel with their children and children's caregivers to enable female agents to balance work and care responsibilities.

      Other

      • Consider field logistics by providing appropriate travel allowances and/or access to things to travel (e.g., motorbikes, bicycles) - ensuring that whichever option is pursued is discussed with women.

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Recruitment & hiring

      • Screen for qualities that may be important for sales / the position (e.g., motivation, ability to thrive in customer interactions) as opposed to education and job history to avoid excluding talented candidates. Socio-cultural norms and lower education levels may have precluded women from typical precursor jobs.
      • Offer a trial period for sales agents to test whether the role would be a good fit. This can reduce costs associated with training and retention as only those who are more qualified and committed receive continued support.

      Promotion & Employee Evaluations

      • Provide staff with ongoing training and field-based mentorship opportunities to build skills related to sales and customer interaction (with content and format tailored to women's and men's needs).

      Pay equity

      • Consider how payment mechanisms can meet the needs of female and male agents. For example, while male sales agents might be more motivated by higher commission with a relatively low base salary, female sales agents may prefer a more stable base salary with lower commission levels.

      Addressing gender-based violence

      • Consider safety needs of female agents traveling to sell products and collect payments. For example, have women travel with male colleagues when / if needed (e.g., in collecting payments from male customers who have not been paying)

      Flexible work

      Offer flexible work arrangements pregnant women and mothers who travel for work:

      • In cases where a job may be harmful or physically challenging for pregnant women, allow temporary job reassignment or a modified schedule
      • Particularly for mothers, provide flexibility in travel requirements.
      • Provide flexibility in scheduling meetings and sales / distribution activities.

      Support for care and health

      • Consider allowing staff to travel with their children and children's caregivers to enable female agents to balance work and care responsibilities.

      Other

      • Consider field logistics by providing appropriate travel allowances and/or access to things to travel (e.g., motorbikes, bicycles) - ensuring that whichever option is pursued is discussed with women.

    • Recruitment

      • Remove bias from role descriptions or messaging about the opportunity. Wording in role descriptions can impact whether more females or males apply (i.e. research shows that “masculine” adjectives like “superior,” “competitive,” and “determined,” result in less female applicants). All qualifications should directly tie to duties performed on the role.

        • Key

        • Opportunities that are relatively easy to implement and inexpensive.
        • Opportunities that have proven high-impact potential.
      • Define objective criteria for entrepreneurs and get recruitment teams on the same page ahead of time to prevent unspoken or subjective criteria from appearing late in the evaluation stages.
      • Define objective hiring criteria and get hiring teams on the same page ahead of time to prevent unspoken or subjective criteria from appearing late in the evaluation stages.
      • Expand your talent sourcing networks to attract a more diverse pool of candidates, particularly in fields and functions traditionally dominated by men. Tap into diversity-oriented social networks and job placement services, and partner with minority organizations or diversity-oriented groups at universities to offer internships to high-potential female graduates.

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Recruitment

      Develop gender-sensitive recrtuiment processes:

      • Advertising the opportunity through channels that women can also access, determined by context (e.g., radio, signboards near markets, announcements in local women's group meetings)
      • In interviews and during contracting, ask potential suppliers the same questions and provide the same information.

      Skill Development & Support

      • Provide training on quality assurance and quality control; Provide production manuals

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Recruitment

      Develop gender-sensitive recruitment processes:

      • Advertising the opportunity through channels that women can also access, determined by context (e.g., radio, signboards near markets, announcements in local women's group meetings)
      • Identify qualities needed in women who can be potential marketers / sellers of products on commission, and engage them (acknowledging they may only engage for the short-term once exhaust current network).
      • Offer trial periods for women sellers and distributors

      Skill Development & Support

      Provide entrepreneurs with initial and ongoing support, such as through the following:

      • Provide an entrepreneur starter package (e.g., product samples, marketing materials)
      • Provide incentives and opportunities for successful women to share experiences, recruit new women and take on leadership roles
      • Create a tiered system of accountability
      • Offer training and field based mentorship opportunities to build skills related to sales and customer interaction (with content and format tailored to women's and men's needs).

      Access to Finance

      Support access to financing for entrepreneurs to purchase inventory, such as through the following:

      • Train women borrowers on financial management
      • Ensure women have equal access to innovative finance mechanisms (e.g., loans, consignment, credit)
      • When working with financial institutions, provide financial support to reduce risk and conduct education/ advocacy to increase ability and willingness to lend to women entrepreneurs
      • Organize women borrowers into groups or networks
      • Create flexible terms such as low interest rates and small repayment amounts

      Gender-based violence

      • Consider safety needs of female entrepreneurs traveling to for product or service provision and/or payment collection. For example, encourage women to travel with male colleagues when / if needed (e.g., in collecting payments from male customers who have not been paying)

      Other

      Consider field logistics such as through the following:

      • Engage intermediaries for transportation services
      • Provide appropriate travel allowances and/or access to things to travel (e.g., motorbikes, bicycles) - ensuring that whichever option is pursued is discussed with women
      • Create central product hubs to access product and where maintenance and service of products can occur

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Recruitment

      Develop gender-sensitive recruitment processes:

      • Advertising the opportunity through channels that women can also access, determined by context (e.g., radio, signboards near markets, announcements in local women's group meetings)
      • Identify qualities needed in women who can be potential marketers / sellers of products on commission, and engage them (acknowledging they may only engage for the short-term once exhaust current network).
      • Offer trial periods for women sellers and distributors

      Skill Development & Support

      Provide entrepreneurs with initial and ongoing support, such as through the following:

      • Provide an entrepreneur starter package (e.g., product samples, marketing materials)
      • Provide incentives and opportunities for successful women to share experiences, recruit new women and take on leadership roles
      • Create a tiered system of accountability
      • Offer training and field based mentorship opportunities to build skills related to sales and customer interaction (with content and format tailored to women's and men's needs).

      Access to Finance

      Support access to financing for entrepreneurs to purchase inventory, such as through the following:

      • Train women borrowers on financial management
      • Ensure women have equal access to innovative finance mechanisms (e.g., loans, consignment, credit)
      • When working with financial institutions, provide financial support to reduce risk and conduct education/ advocacy to increase ability and willingness to lend to women entrepreneurs
      • Organize women borrowers into groups or networks
      • Create flexible terms such as low interest rates and small repayment amounts

      Gender-based violence

      • Consider safety needs of female entrepreneurs traveling to for product or service provision and/or payment collection. For example, encourage women to travel with male colleagues when / if needed (e.g., in collecting payments from male customers who have not been paying)

      Other

      Consider field logistics such as through the following:

      • Engage intermediaries for transportation services
      • Provide appropriate travel allowances and/or access to things to travel (e.g., motorbikes, bicycles) - ensuring that whichever option is pursued is discussed with women
      • Create central product hubs to access product and where maintenance and service of products can occur

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Recruitment

      Develop gender-sensitive recruitment processes:

      • Advertising the opportunity through channels that women can also access, determined by context (e.g., radio, signboards near markets, announcements in local women's group meetings)
      • Identify qualities needed in women who can be potential marketers / sellers of products on commission, and engage them (acknowledging they may only engage for the short-term once exhaust current network).
      • Offer trial periods for women sellers and distributors

      Skill Development & Support

      Provide entrepreneurs with initial and ongoing support, such as through the following:

      • Provide an entrepreneur starter package (e.g., product samples, marketing materials)
      • Provide incentives and opportunities for successful women to share experiences, recruit new women and take on leadership roles
      • Create a tiered system of accountability
      • Offer training and field based mentorship opportunities to build skills related to sales and customer interaction (with content and format tailored to women's and men's needs).

      Access to Finance

      Support access to financing for entrepreneurs to purchase inventory, such as through the following:

      • Train women borrowers on financial management
      • Ensure women have equal access to innovative finance mechanisms (e.g., loans, consignment, credit)
      • When working with financial institutions, provide financial support to reduce risk and conduct education/ advocacy to increase ability and willingness to lend to women entrepreneurs
      • Organize women borrowers into groups or networks
      • Create flexible terms such as low interest rates and small repayment amounts

      Gender-based violence

      • Consider safety needs of female entrepreneurs traveling to for product or service provision and/or payment collection. For example, encourage women to travel with male colleagues when / if needed (e.g., in collecting payments from male customers who have not been paying)

      Other

      Consider field logistics such as through the following:

      • Engage intermediaries for transportation services
      • Provide appropriate travel allowances and/or access to things to travel (e.g., motorbikes, bicycles) - ensuring that whichever option is pursued is discussed with women
      • Create central product hubs to access product and where maintenance and service of products can occur

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Institutional Policies & Practices

      Learn about market segment(s) in order to capitalize on the purchasing power of women and men (consumers in the last mile / at bottom of the pyramid:

      • Collect and analyze sex-disaggregated data on product and service provision and customer segmentation to understand differentiated needs and interests
      • Conduct research on gender norms to understand how to communicate to women consumers, and adapt in different contexts

    • Key

      • Opportunities that are relatively inexpensive and easy to implement.
      • Opportunities with high-impact potential for the business.

      Design and R&D

      • Even if men make the most purchases, know your end-user and integrate her ideas. Solicit the perspectives and feedback of women users and employees, especially when designing products like cookstoves of which women are the primary end-users, or solar lamps which women and men may use differently.
      • Consider designing, producing and selling products for productive uses that can enhance women's economic empowerment (e.g., institutional cookstoves for food business)

    • Key

      • Opportunities that are relatively inexpensive and easy to implement.
      • Opportunities with high-impact potential for the business.

      Marketing & Sales

      • Tailor marketing messages, methods, and promotions to meet the needs of women (and men) in various user segment groups, utilizing information from sex-disaggregated data if possible.
      • Be sensitive to social factors like gender and age when considering when, where, how and in what language to approach potential customers.
      • Where: market signboards, over the radio, busy hours at markets, clinics, churches, schools, or bank queues at times when women are most likely to be present.
      • How: through financing mechanisms that take into account women's preferences.
      • Where relevant, specifically market products/services to female customers to capitalize on women's consumer spending power, e.g. pitch products to women's savings cooperatives and self-help groups.

    • Key

      • Opportunities that are relatively inexpensive and easy to implement.
      • Opportunities with high-impact potential for the business.

      Distribution & Installation

      • Tailor marketing messages, methods, and promotions to meet the needs of women (and men) in various user segment groups, utilizing information from sex-disaggregated data if possible.
      • Be sensitive to social factors like gender and age when considering when, where, and how to approach potential customers.
      • Where: Group demonstrations in marketplaces, visuals on signboards, at clinics, and in banks where women queue to deposit school fees, announcements over radio and at houses of worship
      • How: Through financing mechanisms that women can also access
      • When relevant, specifically market products/services to female customers to capitalize on women's spending power, e.g. by selling to women's savings groups

    • Key

      • Opportunities that are relatively inexpensive and easy to implement.
      • Opportunities with high-impact potential for the business.

      After-sales Service

      • Incorporate gender considerations into provision of after-sales service for users of the product/service. E.g., in areas where it is not considered acceptable for a man to be in a woman's home without her husband / other family members present, women technicians may be exceptionally effective at conducting maintenance visits in households.

    • Key

      • Opportunities that are relatively inexpensive and easy to implement.
      • Opportunities with high-impact potential for the business.

      Design and R&D

      Invest in girls and young women to ensure a sustainable pipeline of future STEM talent:

      • Support girls' exposure to and education in STEM-related subjects.
      • Conduct awareness campaigns with schools and universities on STEM jobs and opportunities for women.
      • Reserve internships and provide matching services for female STEM students.
      • Write articles, join coalitions, or speak in public forums about link between gender and off-grid energy.

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Production & Manufacturing

      Invest in girls and young women to ensure a sustainable pipeline of future STEM talent:

      • Support girls' exposure to and education in STEM-related subjects.
      • Conduct awareness campaigns with schools and universities on STEM jobs and opportunities for women
      • Reserve internships and provide matching services for female STEM students
      • Consider designing products for women's productive uses (e.g., cookstoves that women
      • Consider designing, producing and selling products for women's productive uses thereby increasing women's economic empowerment (e.g., institutional cookstoves that women can use for food business)
      • Write articles, joins coalitions and/or speaks in public forums about how gender equity is impacted by off-grid energy products / services (i.e. contributing thought leadership)

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Marketing & Sales

      • Conduct social marketing campaigns alongside promotions so families understand how clean energy products are healthier, more environmentally friendly, and save labor / time for girls and women in particular.
      • Consider designing, producing and selling products for women's productive uses thereby increasing women's economic empowerment (e.g., institutional cookstoves that women can use for food business)
      • Write articles, joins coalitions and/or speaks in public forums about how gender equity is impacted by off-grid energy products / services (i.e. contributing thought leadership)

    • Key

      • Opportunities that are relatively easy to implement and inexpensive.
      • Opportunities that have proven high-impact potential.

      Distribution & Installation

      • Install energy systems that can be publicly accessed and used (e.g., for community facilities, street lighting). This can also increasing goodwill, brand equity, and demand for products among women and men at the household level.
      • Write articles, joins coalitions and/or speaks in public forums about how gender equity is impacted by off-grid energy products / services (i.e. contributing thought leadership)

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