GENDER TRAINING REPORT FOR UGACOF FIELD

OFFICERS AND CASUAL STAFF.

12TH - 13TH OCTOBER 2021.

KASESE

BY FORTUNATE PASKA

GENDER CONSULTANT

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TABLE OF CONTENTS

EXECUTIVE SUMMARY……………………………………………………………………... 4

1.0 Introduction................................................................................................................................5

1.1 Training Objectives.................................................................................................................5

1.2 Training Methodology.............................................................................................................6

2.1 Session 1: Climate Setting..................................................................................................... 6

2.2 Introductions And Workshop Opening..................................................................................6

2.3 Participant’s Expectations......................................................................................................6

2.4 Participant’s Fears..................................................................................................................7

3.0 Session 2: Conceptualizing Gender.......................................................................................8
3.2 Gender Roles...................................................................................................................... 10
3.3 Gender Stereo Types........................................................................................................11
3.4 What Is Gender Equality?...................................................................................................12
3.5 Key Arguments For Focusing On Gender In Agriculture Value Chains?...........................13
3.6 What Is Discrimination?...................................................................................................... 13
4.0 Session 3: Sexaul Harrassement...........................................................................................15
4.1 Definition Of Sexual Harassment.......................................................................................19
4.2 Where Can Workplace Sexual Harassment Occur?..............................................................20
4.3 Examples Of Sexual Harassment.........................................................................................21
4.4 Effects Of Sexual Harassment.............................................................................................22
4.5 How Can Sexual Harassment Be Prevented?.......................................................................22
4.6 Facilitator’s Recommendations...........................................................................................25
4.7 Feedback Session................................................................................................................. 26
5.0 Workshop Evaluation..........................................................................................................27
6.0 Day 2: Wednesday 13th October, 2021 Training For Casual Staff........................................28
6.1 Participant’s Expectations....................................................................................................28
7.0 Session On Conceptualizing Gender......................................................................................29
7.1 Resource Use In The Household............................................................................................32
8.0 Relations At Workplace......................................................................................................33

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Executive summary

This is a report of the gender trainings for UGACOF staff and farmers from the Western region
operations which was conducted from 12th to 13th October 2021. A total number of thirty five
(35) staff (9 females and 26 males) and twenty nine (29) casual workers, a hundred and four
(104) (52 Females & 52 Males) participated in the training. The training’s main objectives were
to strengthen field staff and casual workers understanding of the key gender aspects in the
context of their work environment as well as engaging them to draw strategies that address the
issue of gender inequality with specific reference to discrimination and sexual harassment.

The training occurred at an opportune time when UGACOF field teams have reported cases of
discrimination at the workplace. Discussions in the training focused on key topics on gender
aspects related to the agriculture value chains. The training brought out the importance of
addressing gender inequality between men and women to strengthen field staff and casual
workers understanding of the key gender aspects in the context of their work environment. The
other key learning points were engaging field staff and casual in drawing strategies to address the
issue of gender inequality with specific reference to discrimination and sexual harassment.

At the end of the training sessions, staff and casual workers presented several recommendations
to prevent sexual harassment like sensitizing field officers and casual workers on issues of
professional ethics, UGACOF code of conduct or institute a dress code for the staff. On her part
the facilitator suggested the following recommendations at different levels.

Company;

• Provide education and information about discrimination and harassment to all staff and
other key stakeholders on a regular basis.

• Put in place clear recruitment procedures for staff more so casual workers

• Develop a sexual harassment Policy that forbids, encourages enforces consequences for
violating a policy.

• Communicate the policy and other company guidelines discrimination and sexual
harassment to all employees

• Promptly investigate and deal with all complaints of discrimination and harassment.

• Appropriately discipline employees who discriminate and harass other employees.

• Provide protection and support for the employees who feel they are being discriminated.

• Enhance open channel for victims to come forward. ‘This is where campaigns like Speak
Out become important for staff and other company clients.

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Staff (Permanent and Casual)

Staff should commit to do the following;

 Familiarize with the company policies on discrimination and sexual harassment.

 Examine one’s feelings, attitudes, and behaviors in relation to discrimination sexual
harassment and see that behavior corresponds with the expectations and behavioral
requirements of the company policies and guidelines
 Improve gender relations within their household level to avoid violence that spills over to
the workplace
 Be sensitive to individuals who may be offended by the verbal and non-verbal behavior
of others
 Safeguard and discourage sexual behaviors that negatively affect work.
 Pay attention to the response of others in order to avoid unintentional offense.
 Ask yourself if your verbal or non-verbal behaviors might have a negative impact on
other co-worker’s attitudes toward work.

 Do not take sexual harassment lightly if you think you are being sexually harassed by an
individual or a group, do not accept it as a joke. Let the harasser know that you do not
enjoy and do not want this type of attention.
 Seek confidential advice to develop your personal resolution strategy
 Document all the incidents of discrimination and sexual harassment; be detailed, precise
about date, time, location, and person/persons involved.
 If you know someone who is being harassed, give him or her support. Encourage the
recipient to talk about it and to take immediate action to stop it;
 If you actually see or hear an incident of sexual harassment or are subjected to an
offensive environment, you can also take the appropriate steps to resolve the harassment
or co-file with the complainant;

Field level

 Mobilize and sensitize farmer households and other stakeholders on gender issues and
dangers of sexual harassment.
 Create linkages with organizations working in the same communities to explore ways of
creating systematic change.
 Ensure that the company staff exhibit highest level of moral integrity as they carry out
their work in the field through constant reminders on the company code of conduct.
 Facilitate ways through which farmers can report any cases of sexual harassment. This
can be done through regular dialogues between company leaders and farmers. Annual
surveys can also be conducted to assess the situation.

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  Field staffs avoid meeting farmers in secluded places. If possible staff should move in
pair
1.0 Introduction

From 12th to 13th October 2021 a gender training workshop was organized by UGACOF for
western operation areas. A safe working environment is conducive for achieving strong and
productive results. In order to create such an environment, it is vital to ensure that the workplace
is free from sexual harassment and other forms of discrimination. UGACOF has put in place
measures to protect workers from any form of sexual harassment. The SUCAFINA code of
conduct, UGACOF’s human resource policy guarantees all UGACOF staff equality, dignity and
nondiscrimination. UGACOF is committed to Zero tolerance for sexual harassment and is
committed to creating an environment that respects and protects the rights of all its members,
male and female. This also in accordance with Uganda’s legal and policy frameworks, sexual
harassment is illegal. The Constitution of the Republic of Uganda (1995) as (amended)
guarantees all Ugandans equality, dignity and non-discrimination. The Employment Act (2016)
prohibits sexual harassment while the Sexual Harassment Regulations 2012 include information
on reporting and disciplining perpetrators of this offense.

In the recent past, there have been reports of discrimination and sexual harassment in UGACOF
Western field operations office. One of the common manifestations is discrimination on the basis
of tribe in the recruitments. Field officers as they visit farmers have also experienced sexual
harassment. Female field officers have received verbal harassment for example like “If I am to
give you coffee, first make love with me.” Male field officers are also offered farmers daughters
for marriage. Such incidents of sexual harassment have implications on the organizational
performance, workers and farmer households. These often result in stress, anxiety, sleep
disturbances, domestic violence which reduce output and performance and loss of self-esteem
and confidence.

It’s against this background that UGCOF has organized training for field staff and casual
workers on gender equality, discrimination and sexual harassment.

1.1 Training objectives

 Field staff understand what gender means and the different roles men and women have
within agriculture.
 Field staff can identify key gender challenges.
 Field staff understand the impact of a changing climate on gender related issues and can
recommend gender responsive interventions to move forward.
 Field staff know how to implement and communicate activities and tools that promote gender
mainstreaming to farmers.
 Field staff understand what discrimination means as per the employment act 2006
 Field staff understand sexual harassment and its impact to Sucafina operations

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 The immediate short term outputs expected from the training were improved skills in addressing
gender inequality at personal and work level. The long term expected outcomes were increased
capacity of staff for greater awareness and commitment to implement actions that address
discrimination and gender inequality in particular sexual harassment.

1.2 Training methodology

The training mainly followed participatory approach and the methodology was based on adult
learning principles. There were power point presentations followed by a detailed deliberation on
questions, group work, plenary and quiz

2.0 DAY 1: TUESDAY 12TH OCTOBER, 2021 TRAINING FOR FIELD OFFICERS
The training was attended by field officers thirty five (35) participants (9 females and 26 males)
from the different UGACOF Western region operations (Mubuku, Katerera, Nyabubare and
Kisizi washing stations,) and three staff from UGACOF Kampala office. Paska Fortunate
facilitated the training.

2.1 Session 1: Climate setting

This session comprised of the official opening of the training, getting to know each other and
brainstorming on the expectations.

2.2 Introductions and workshop opening

The proceedings of the workshop were started with introductions by all the participants and brief
remarks delivered by Ms. Aidah Nabasirye, Human Resource Manager UGACOF. She
welcomed the participants to the training and stated the rationale of organizing the workshop.
Aidah stated that gender was one of the much prioritized issues across the globe and UGACOF
attached importance to it.

She hoped that participants would learn new issues and concepts from the discussions during the
training workshop and they would contribute to the promotion of gender equality at their
workplaces. She also welcomed and expressed her gratitude to Ms. Fortunate Paska the
facilitator of the training.

After the introductions participants were given cards to write down their expectations for the
training and fears

These are summarized below:

2.3 Participant’s expectations

Understand what gender is all about Training in wet processing since we Best behavioral practices at work

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 are soon starting it in Kisizi

Source coffee in large quantities

and extend the company to new
areas
In-depth knowledge of gender
issues and remedies to gender
equity

To learn more about coffee and How to overcome forced love Roles and responsibilities of men
how to process it. and women

Why of all topics gender How to conduct myself while at Knowledge on coffee production
sensitization training is the one you work in the country
have decided to select for training
the coffee trading company

Know more about Mubuku coffee Growth and development of Understand all about gender
washing station UGACOF sensitization

Increase in staff salaries More knowledge on the agenda for Improve on working skills the
training
Identify gender issues in the Knowledge about coffee
workplace and how to solve them

2.4 Participant’s Fears

Being asked many questions What I am doing in UGACOF Fear getting corona
may not be in line with what
they want

As I concentrate on this training at River Mubuku to over flood Transfer from where I work to
the hopper , depalper yard and another place
various parts of the station may do
wrong things

Finalizing training late. Not sure of That it is a complicated Rain

accommodation for second day training especially for male
participants who are always
culprits of gender trainings

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Whether the training will solve
factory problems

As an introduction to the training sessions, a quiz to gauge the current knowledge of sexual
harassment was conducted. Participants were asked to get a piece of paper and listen to the
statements read by the facilitator. For each statement the participants were required to answer
“Yes” or “No” depending on their understanding. This was a fun way of testing participants’
knowledge. The exercise was repeated at the end of the training to assess if the participant’s
views had changed and results were shared during the evaluation session.

3.0 Session 2: Conceptualizing gender

Participants were taken through a session on Gender with the aim of creating a common
understanding of gender and related concepts. To kick start the discussion the facilitator divided
participants in separate groups of men and women and posed the following questions.

What makes you feel proud to be a man/woman?

What makes you feel sad that you are man/woman?

In separate groups of male and female, participants responded to the following questions

Presentations from the groups

Female group
What makes you feel proud to be a woman or What makes you feel sad that you are
man? man/woman?
A WOMAN; 1. Menstruation in women which can be
1. Woman is favored painful
2. Beautiful 2. Men assume they are greater
3. Mothers 3. Culture minimizing women
4. Taking care of the family 4. People assuming women cannot inherit
5. Up keep money from the husband land
6. Smart 5. Spending time in beauty saloons
7. Clever 6. Being sexually harassed by men
8. Pushing a baby 7. The allows men to marry more than one
9. Offering motherly care e.g. preparing woman but not for the woman
meals for my children 8. Domestic violence which is mainly
focused on women but men are also
A MAN; violated.
1. Care for the family 9. Labor pains
2. To be exemplary

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 3. Leadership A MAN;
4. Respect 1. A lot of responsibilities
5. Creativity 2. Most of the men are in prison
6. Defense protection 3. In charge of labor
7. Marriage 4. A man is always seen as victim of
10. Having many responsibilities violence
11. Being the head of the family 5. Men are at risk of Illnesses
12. Creation of man first by God 6. Fear being circumcised
7. Discrimination in employment, women
are encouraged to apply
8. Wars target women

The plenary discussion was devoted to clarifying gender concepts and examining the impact of
stereotyping on achievement of gender inclusion, sensitivity, equality and equity. Consensus was
built around some of the concepts. Among them were:

Sex:
 The difference between men and women
 The biological makeup of men and men

Gender:
 Gender refers to the relationship between men and women
 Gender is the difference between men and women
 Gender means all categories of women, men, children, youth, the elderly and disabled
 Gender means socially constructed roles, responsibilities and entitlements of man and woman

Using the ideas expressed above, participants were able to understand that
 While sex is the biological difference between men and women, if forms the foundation for
gender differentiation which starts at birth. When a baby is pronounced a girl or boy gender
sets in. For example, at that point a baby girl will wear pink and a baby boy blue thereafter
variances in expectations and roles.
Sex is universal and unchanging while gender is dynamic and roles may change from one
culture to another
 Gender is social construction that assigns different roles and responsibilities to men and
women. The above socialization puts a man in a box of masculinity and women in a box of
femininity.

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Source: Internet

3.2 Gender roles

Two participants were tasked to read a conversation between Mr. Kiwanuka and his doctor. This
was followed by an open discussion on the participant’s thoughts about the dialogue and they
picked up on the following key observations;

1. The man is a typical Ugandan man because of the way he sounded in the conversation
and his view on the wife’s responsibilities.
2. Ironic that the woman doesn’t work yet all he was describing was work.
3. The man doesn’t have time to be with wife to plan accordingly for household
development
4. The man thinks that its natural for the woman to do her role
5. Woman’s work is not appreciated, that is why he thought that the woman was not
working.
6. He thinks that women only work in public sphere.

UGACOF staff reading the dialogue between Mr. Kiwanuka and his doctor.

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All these observations were spot on and it showed that the participants were slowly starting to
understand how the gender dynamics play even at home. They were further tasked to tag a price
to the set of domestic activities done by women to demonstrate how women are exploited or
undervalued in their homes yet they do more than the men.

No Activity (Domestic) Commercial Wage (SHS)

1 Cooking Chef 200,000

2 Cleaning Cleaners 300,000

3 Running business Shop attendant 80,000

4 Preparing children Maid 100,000

5 Attending to the sick Nurse 500,000

12 Making love Sex worker 300,000

Total 1,480,000

3.3 Gender Stereo types

Building on the above, participants discussed how roles are assigned according to sex that is
stereo typing. Using examples of jobs stereo types were apparent (engineers, mechanics,
managers) men while secretaries, nurses, receptionists) women.

It was also noted that stereo types can be based on tribes, religion, and race. For example, in
recruitments giving jobs to only people of one trine.

The session was concluded with the following:

 Gender roles are not God given and are merely perceptions.
 Boys and girls are “socialized” to perform the above roles. For instance boys are
groomed to be tough in preparation for role of head of family and leader while girls are
taught to be caring and future nurtures
 Resources are allocated to match the socially assigned roles and responsibilities

3.4 What is Gender Equality?

Participants brainstormed on meaning gender equality and came up with following suggestions:

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  Being the same
 Respect for everyone
 Accessibility to opportunities

Gender Equality does not refer to men and women being the same. It refers to the situation where
there are no differences in according, responsibilities and opportunities of women and men and
girls and boys. Equality does not mean that women and men will become the same but that
women’s and men’s rights, responsibilities and opportunities will not depend on whether they are
born male or female. Gender equality is not a women’s issue but should concern and fully
engage men as well and other diverse group. She observed that equality between women and
men is seen as both a human rights issue and as a precondition for, and indicator of, sustainable
people-centered development.

She then elaborated the other important concept; gender equity. She said that gender equity
refers to being fair to women and men. The gender equity approach provides equal opportunity
to women and men so that they can have equal benefits. Recognizing that women usually have
unequal opportunity and face many barriers, the promotion of gender equity often involves
giving special measures to help women overcome these constraints. She further noted that the
goal of gender equity is to create an equal field for women and men. Gender equity leads to
gender equality.

Participants were taken through a power point presentation on gender equality and equity with an
illustration of a marabou stalk and an owl.

At the end of the session the facilitator emphasized the following:

 Even within the realm of equality men and women have specific roles that are biologically
ascribed and are exclusive but complimentary
 Equality should recognize the differences and special needs of sexes and address them
differently for example women's reproductive roles
 Culture reinforces inequality between women and men basing on socially ascribed roles
 The attainment of gender equality is a power struggle in which men fear to lose control and
since they are power holders, they are resistant to change

3.5 Key arguments for focusing on gender in agriculture value chains?

The brainstorming session focused on the question: Why to consider gender in agricultural value
chains?

This question was important to realize the relevance of gender within UGCOF. The following
answers were collected during the brainstorming session;

 Women are not enough valued and recognized for their contributions in agricultural value
chains

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 To ensure that women are not left out
 To improve the livelihoods
 To ensure the effective use of resources and knowledge transfer
 To empower women and girls
 To promote role models within society
 To challenge and eliminate gender stereotypes (e.g. men have to be leaders etc.)
 To create strong and efficient agricultural value chains (e.g. more profitable value chains due
to higher coffee quality and quantity)

The arguments can be clustered into three key arguments for focusing on gender within
agricultural value chains such as social justice, business opportunities and poverty

Social Justice: Ensuring the fair distribution of assets, opportunities, benefits regardless of the
sex of a person. As well, “gender equality is a basic human right” (FAO).

Poverty reduction: 70% of the poor are women. In order to address poverty, women must be
addressed in development interventions. Women contribute to a large percentage to the economy
and must be empowered to strive for poverty reduction.

Business opportunities: Gender inequity in agricultural value chains is a missed business

opportunity. It has been proved that when women are part of companies, profits tend to go up. As
well, addressing gender inequality can also be used for the sake of the reputation of a company.
(Challenging chains to change book)

3.6 What is discrimination?

 Understand what is meant by discrimination.

 Understand that some groups of people can be treated unfairly because of their
characteristics.
 Be able to identify negative and discriminatory behavior.

After explaining gender equality and gender equity, the facilitator introduced the term
discrimination. Participants brainstormed on the meaning of discrimination and came up with the
following suggestions

 Treating people differently

 Marginalization
 Denial of access to resources, rights in general
 Restrictions of one gender to access, control of resources and opportunities
 Discrimination results in violence which include fighting, beatings, abuse, sexual
harassment

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Discrimination can be based on gender, race, tribe, language, disability, nationality, marital
status. Discrimination can occur in public and private sphere.

Effects of discrimination in the workplace

 Any distinction of treatment is a form of inequality

 Damage company reputation
 Depression on the side of those suffering discrimination
 Missed opportunities on the different talents and skills
 Violation of human rights

The facilitator defined discrimination as an act of making unjustified distinctions between people
based on the groups, classes, or other categories to which they belong or are perceived to belong.
People may be discriminated on the basis of race, gender, age, religion, or sexual orientation, as
well as other categories.

Discrimination especially occurs when individuals or groups are unfairly treated in ways which
are worse than other people are treated, on the basis of their actual or perceived membership in
certain groups or social categories. It involves restricting members of one group from
opportunities or privileges that are available to members of another group.

Article 1 of Universal Declaration of Human Rights states that

“Everyone is entitled to enjoy the human rights defined in the declaration without distinction of
any kind such as color, race, sex, language, religion, political, or other opinion, national or
social origin, property, birth or other status”

Gender discrimination

Participants together with the facilitator explored the concept of gender discrimination. Women
and men ought to be accorded same opportunities in the workplace. The facilitator used the
example of the female staff in a male dominated field of technicians.

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 UGACOF female staff a skilled technician

According to the United Nations Convention on Elimination of all Forms of Discrimination

Against Women, in Article 1, the term "discrimination against women" means any distinction,
exclusion or restriction made on the basis of sex which has the effect or purpose of impairing or
nullifying the recognition, enjoyment or exercise by women, irrespective of their marital status,
on a basis of equality of men and women, of human rights and fundamental freedoms in the
political, economic, social, cultural, civil or any other field.

The Human Resource Manager Ms. Aidah Nabasirye reemphasized that UGACOF has a clear
policy. She pointed out that the UGACOF Human Resource Manual Chapter 11 is very clear on
Human Rights and non-discrimination. “The company emphasizes equal treatment and
employees regardless of sex, religion, race, culture, gender, ethnic, disability and color. The
company is opposed to any form of child labor, discrimination and harassment by providing an
environment where staff is treated with respect and dignity.”

4.0 SESSION 3: SEXAUL HARRASSEMENT

In this session, the facilitator utilized case studies to introduce the concept of sexual harassment.
She divided participants into two groups and asked each group to read the case study and
respond to the questions provided for each. After holding group discussion on the case studies,
participants brought forward their group work to share with other participants for reflection and
further discussion.

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 Field staff in group discussion
Presentations from the groups
Bright is the Field officer with UGACOF
On the visit to Langwe’s farm he usually finds the
wife since Mr. Langwe runs a shop in town.
Whenever Bright visits Langwe’s farm he moves in
the coffee garden with the wife extremely close to
her as he explained what needs to be done on the
farm. He touches her hand or shoulder frequently as
they discuss practices on the farm. Mrs. Langwe
tries to move away from him in these situations, but
he doesn't seem to get the message.
. Are there similar situations in our community?
A married man Kide of 23 years in Kasese was
employed as temporary work in a nearby factory for
2 years. The manager had a village mate who also
wanted the same job. The manager decided to
terminate Kide and gave the job to his village mate.
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Questions and responses from the group
Comment on what is happening in the case study
above?
 Bright wants sexual relationship with Mr.
Langwe’s wife( farmer’s wife)
 The farmer’s wife seems to be disturbed about
the actions of the Field Officer
What can result from such a situation?
 Mrs. Langwe may lose interest in the services
offered by Bright hence affecting the
relationship between the company and farmers
 Damage company reputation
 Violence is likely to break out in the family
Not seen any
What actions can be taken to avoid such
situation?
 Sensitization of staff on the company code of
conduct
1. Comment on what is happening in the case
study above?
 There is discrimination and nepotism
2. What can result from such a situation?
 It can affect productivity because the job was
given on know who not know how
Are there similar situations in our community?
Not sure, not identified any
What actions can be taken to avoid such

Adela aged 22 was dismissed from her job from as a
field trainer. She had been working for 4 years. The
reason was that she became pregnant and employer
maintained that he could not let the woman continue
her services, as she would soon go for maternity
leave
Kenyi is field officer with UGACOF. She regularly
visits farmers in the various communities of Lwengo
to advise them on Good Agricultural Practices on
their coffee farms. On one of the visits to Kabode
(farmer) she got a shock of her life. Kabode told her
that she can make a good wife instead of running
around the villages. He told her that if she wants to
get coffee from him she should accept to have date
with her in Masaka town. Kenyi explains to her that
she does not want to have a love relationship with
him. That it should remain purely business.
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situation?
Managers should be trained on how to identify
workers based on skills not relationships
Empower managers with administrative skills
Follow company employment procedures
Comment on what is happening in the case study
Discrimination and oppression
1. What can result from such a situation?
 Adela not able to look after her family
 Company may be sued
 Possibility of Adela reporting to higher offices
and manager lose job
 Company reputation may be affected
2. Are there similar situations in our
community?
Yes, such situations are common in the field
3. What actions can be taken to avoid such
situation?
 Sensitization of employer and employees on
labor laws
4. Comment on what is happening in the case
study above?
 Sexually harassment is evident in the case
 Domestic violence likely to occur
 Farmer wants to get Kenyi into sexual
relationship.
What can result from such a situation?
 Domestic violence in the family.
 Divorce
 Company reputation may be affected
 Company lose coffee
 5. Are there similar situations in our
community?
On her next visit to Kabodes farm he again starts
pressuring Kenyi for love dates. She refuses, but Yes, such situations are common in the field
Kabode does not stop. He keeps asking her to go out
with him. 6. What actions can be taken to avoid such
situation?
 Sensitization of communities on the dangers of
sexual harassment
He even stopped his wife from coming to the farm
 Training all stakeholders on gender, sexual
whenever Kenyi would come to visit. The wife is
harassment
becoming suspicious of Kenyi. Kenyi would
 Establish gender advocacy campaign
personally prefer the wife to always join them on the
farm visits but Kabode refused. Kabode’s wife does
not feel able to confront her husband on these issues
particularly because he has been violent towards her
in the past
Comment on what is happening in the case study
The management advertised for a quality controller above?
post. Feeling that she was qualified, Jenifer applied
for the post. She wrote an application, which went  Sexual harassment
through the factory manager. The factory manager  Abuse of office
called her to inquire why she thought she was  Denial of opportunity
qualified for the position, and gave her a date to What can result from such a situation?
meet him at a Kitengela in a local hotel. She agreed
 Unemployment
to go for the date after work at 6.00pm. However,
 Hatred
she was unable to go since she had to work late.
Later, the manager asked her why she did not meet  Negative mind set
him, and gave her another date on a Saturday.  Traumatized
Again, she did not go. Later, when she was finally
interviewed and told she had passed, she was still Are there similar situations in our community?
not promoted. She suspects that this is because she Yes, the situation is not new
did not submit to the manager's sexual advances.
She did not want to ask him why she was not
promoted because she was scared that he might ask
What actions can be taken to avoid such
to meet her again. The manager did not abuse her
situation?
again after she was denied the promotion.
 Change the work place
 Pray to God to changes situation
 Visit a counselor

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During the plenary discussion participants together with the participants defined ‘sexual
harassment ‘in a workplace as

 Negative mindset of regarding women's capability to perform certain activities

 Sexual demands from co worker
 Verbal or physical conduct of a sexual nature
 Sex-based messages from the employer or the colleagues,
 Male workers staring at female workers and teasing them if they wear different sorts of
dresses

After the open-discussion was over, the facilitator using a power point presentation discussed in
detail the concept of Sexual Harassment.

4.1 Definition of Sexual harassment

Sexual harassment is unwelcome sexual advances, requests for sexual favors, and other verbal or
physical conduct of a sexual nature constitutes sexual harassment. Rejection of this conduct
explicitly or implicitly affects an individual’s employment, unreasonably interferes with an
individual’s work performance or creates an intimidating, hostile or offensive work environment.
(UGCOF Gender policy,2014)

A person behaving in this way may not consider the behavior as anything more than good
natured fun, but it is considered harassment if the person who the behavior is directed towards
considers it unwelcome.

Sexual harassment Flirting/fun

• hurts • feels good
• causes anger • flattering
• shame • empowering
• guilt • makes me feel:
• frustration – happy
• disempowers – attractive
• enjoyed by the harasser, not the victim – accepted
• enhances self esteem
• Is enjoyed by both persons

Forms of sexual harassment in the workplace

By nature, sexual harassment falls into two categories: quid pro quo sexual harassment and
hostile environment sexual harassment.

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 a) Quid pro quo sexual harassment; One party forces the other party to offer sex in return for
recruitment, promotion or salary raise within the first party's powers, and threatens to
demote, cut the salary or even fire the second party if rejected.
b) Hostile environment sexual harassment; When one party interferes with the work
performance of the victim in an unreasonable manner, or intentionally leaves the victim in an
intimidated or hostile work environment, or exposes the victim to a rude, lewd and
uncomfortable work environment, it constitutes a hostile environment sexual harassment.

4.2 Where Can Workplace Sexual Harassment Occur?

• Harassment can occur whenever and wherever employees are fulfilling their work
responsibilities, including in the field, at any employer-sponsored event, trainings,
conferences open to the public and office parties.

• Employee interactions during off hours, such as at a hotel while traveling or at events after
work can have an impact in the workplace.

• Locations off site and off-hour activities can be considered extensions of the work
environment.

4.3 Examples of Sexual Harassment

Physical harassment Verbal harassment

• unwelcome and/or unnecessary touching in
a sexual manner such as kissing, patting,
pinching, glancing and staring with lust
among others.
• Unwelcome comments about a person’s
private life, body parts or appearance
• Sexually suggestive jokes, innuendos
and comments; suggestive

• Insulting sounds;

• Outright demand for sex and use of

vulgar language among others

Gestural harassment Psychological/emotional harassment

Includes sexually suggestive body language
and/or gestures, repeated winks, licking lips. • Consists of persistent proposals and
unwelcome requests,

• Unwanted invitations to go out on

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 dates, insults, taunts, and innuendoes of
a sexual nature

Written or graphic
• Includes displays of objects of sexual
nature (such as pornographic materials,
sexually explicit pictures, screen savers
or posters)

• Harassment via emails and other modes

of electronic communication.

Warning signs of sexual harassment discussed included; unexplained friction among staff, signs of
stress, signs of favoritism, rumors, advancements, demotions, pay decreases or terminations that do
not seem right.

Who can be the perpetrator of Sexual Harassment?

• The perpetrator of sexual harassment can be anyone in the workplace:

• The harasser can be a coworker of the recipient

• The harasser can be a supervisor or manager

• The harasser can be any third-party, including: a non-employee, intern, vendor, building
security, client, customer or visitor.

4.4 Effects of sexual harassment

Sexual harassment can affect everyone because it creates an environment that makes it harder for
employees to succeed. The possible effects of sexual harassment include:

Victims experiencing emotional and psychological harm, that include stress, depression, and
anxiety. This is coupled with decreased confidence and self-esteem. Physical health problems
may also arise such as loss of sleep and appetite, weight fluctuations, nausea, and headaches.

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 Sexual harassment can also affect a victim’s job performance. Fear and decreased confidence can
cause some people to withdraw from the workplace and disengage from co-workers. They are
more likely to be absent and neglect duties.

Sexual harassment is also detrimental to an organization. It leads to negative work culture, low
morale, discontent employees and high levels of absenteeism which is reflected in lower
productivity and profits. Victims and witnesses of sexual harassments are more likely to quit,
leading to high employee turnover and related hiring and training cost increases. In addition,
companies that face higher rates of staff turnover, with the added pressures of hiring and training
new staff, as well as the expense of sexual harassment law suits. A sexual harassment law suit
will cost your company significant amounts of money, in addition to damaging your reputation
and brand name.

4.5 How can sexual harassment be prevented?

The facilitator highlighted that the best method to stop harassment is to prevent it from happening.
Prevention begins with an attitude that sexual harassment in any form will not be tolerated.
Employers in Uganda are required by law (The Employment Act (2016)) to take steps to prevent and
deal with harassment in the workplace.

In a brainstorming session participants mentioned the following as key in preventing sexual

harassment;

 Counseling and guidance

 Refusing gifts
 Company suggestion boxes
 Know your boundaries
 Meet in public spaces
 Reporting incidences of harassment immediately

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 Th
e Human Resource Manager Ms. Aida Nabisirye reechoed UGACOF’s Zero tolerance to
discrimination and sexual harassment. She noted the SUCAFINA Code of conduct; UGACOF
HR Manual and Gender Policy 2014 all prohibit discrimination and sexual harassment.

Procedure and Guideline

The Grievance Procedure will be implemented as follows:

Step 1 - Immediate Superior

1. In step 1 the employee must discuss his grievance with his immediate superior or the
latter’s superior in the event of a grievance against an immediate superior.

2. The superior must endeavour to solve the problem within two (2) working days and
inform the employee.
3. Should the employee not be satisfied with the outcome, he may proceed to Step 2.

Step 2 - Department Manager

1. The employee completes a grievance form with all relevant details. The form is handed to
the Department Manager.
2. The Department Manager shall endeavour to solve the problem within two (2) working
days and inform the employee.

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 3. Should the employee not be satisfied with the outcome, he may proceed to step 3.

Step 3 - Grievance Hearing

1. The matter is referred to the Human Resources Manager by handing his/her the grievance
form together with any other further relevant written information.
2. The Human Resources Manager shall convene a grievance hearing and attempt to resolve
the matter within a period of ten (10) working days. His/her decision shall be final.
Procedure to be followed by a Group of Employees

If a grievance to be raised affects not one employee, but a group then a spokesperson for
the Group, accompanied (if he/she so wishes) by a delegation of not more than five (5) of
the employees concerned, should proceed with Step 2 as for an individual grievance.

She further emphasized SUCAFINA core values and explained them to the participants.

4.6 Facilitator’s recommendations

The facilitator noted that successful preventive strategies and plans on sexual harassment require the
involvement of all those concerned at different levels

At company level;

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  Provide education and information about discrimination and harassment to all staff and other
key stakeholders on a regular basis.
 Put in place clear recruitment procedures for staff more so casual workers
 Develop a sexual harassment Policy that forbids, encourages enforces consequences for
violating a policy.
 Communicate the policy and other company guidelines on sexual harassment to all
employees.
 Promptly investigate and deal with all complaints of discrimination and harassment.
Appropriately discipline employees who discriminate and harass other employees.
 Provide protection and support for the employees who feel they are being harassed.
 Enhance open channel for victims to come forward. ‘This is where campaigns like Speak Out
become important for staff and other company clients.

Staff (Permanent and Casual)

Staff should commit to do the following;

 Familiarize with the company policies on discrimination and sexual harassment.

 Improve gender relations within their household level to avoid violence that spills over to the
workplace
 Examine one’s feelings, attitudes, and behaviors in relation to sexual harassment and see that
behavior corresponds with the expectations and behavioral requirements of the organizations
sexual harassment policies and guidelines
 Be sensitive to individuals who may be offended by the verbal and non-verbal behavior of
others
 Safeguard and discourage sexual behaviors that negatively affect work.
 Pay attention to the response of others in order to avoid unintentional offense.
 Ask yourself if your verbal or non-verbal behaviors might have a negative impact on other
co-worker’s attitudes toward work.

 Do not take sexual harassment lightly if you think you are being sexually harassed by an
individual or a group, do not accept it as a joke. Let the harasser know that you do not enjoy
and do not want this type of attention.
 Seek confidential advice to develop your personal resolution strategy
 Document all the incidents of sexual harassment, be detailed, precise about date, time,
location, and person/persons involved.
 If you know someone who is being harassed, give him or her support. Encourage the
recipient to talk about it and to take immediate action to stop it;

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  If you actually see or hear an incident of sexual harassment or are subjected to an offensive
environment, you can also take the appropriate steps to resolve the harassment or co-file with
the complainant;

Recommendations at field level

 Mobilize and sensitize farmer households and other stakeholders on gender issues and
dangers of sexual harassment.
 Create linkages with organizations working in the same communities to explore ways of
creating systematic change.
 Ensure that the organization staff exhibit highest level of moral integrity as they carry out
their work in the field through constant reminders on the company code of conduct.
 Facilitate ways through which farmers can report any cases of sexual harassment. This can be
done through regular dialogues between company leaders and farmers. Annual surveys can
also be conducted to assess the situation.
 Field staffs avoid meeting farmers in secluded places. If possible staff should move in pair.

4.7 Feedback session

At the end of the training, participants gave constructive feedback. The following were pointed out
as key learnings of the day;

“This gender training has been an eye opener; I have realized that we need to move out of the
boxes where culture has put us if we are to live happily in society”

“I have come to understand that society is responsible for the abuses of gender inequality and
discrimination, but fear that it will take time to reverse the already socially constructed
concepts. I call upon colleagues that from this training let us be advocates of change. Slowly by
slowly change will be realized”.

“Thanks to Kampala office for organizing this training. I am walking out of this meeting as a
more skilled person in the field of gender. However, I see more need to trigger down the
knowledge acquired to the communities where we operate “

5.0 Workshop Evaluation.

Participants evaluated the workshop by completing the pre/post-test quiz. The following table
presents scores by training participants in the two tests.

Pre and posttest training quiz on sexual harassment knowledge

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 Questions Pretest results Posttest
results

True False True False

1. Mothers and girls should cook, men and boys should not 6 20 2 24

2. Leadership positions in companies should be for men only 26 26

3. Only men are expected to work and earn money for the family 1 25 26
4. Taking care of the sick and other domestic duties are for women 2 24 26
only
5. Men also benefit from gender equality 25 1 26

26 26
6. It is beneficial for women to participate in farmer trainings
7. Sustainable development requires equal participation of women 26 26
and girls, men and boys.
26 26
8. GBV affects both men and boys and women and girls
22 4 26

9. Women and girls are more vulnerable to sexual harassment 20 5 24 2

10. Can a man be sexually harassed
16 10 23 3
11. Can a third party be the recipient for sexual harassment 18 8 26

12. Men and boys should not cry even if he has severe pain 24 2 26

4 22 1 25
13. Climate change affects both men and women.
14. Females should never own land 20 6 26
15. Climate change technologies require new or modified tools for
women and girls.

6.0 DAY 2: WEDNESDAY 13th OCTOBER, 2021 TRAINING FOR CASUAL STAFF

The training was held on 13th October 2021 and was attended by one hundred and four casual
staff from Mubuku washing station (52 females and 52 males). The training started with

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introductions. All the participants had an opportunity to introduce themselves. Barnabas Kuule
introduced the team from UGACOF office Kampala and the facilitator for the day.

Casual staff listening to the facilitator

6.1 Participant’s expectations
This session was conducted by the facilitator who asked participants their expectations about the
training and the following expectations were raised;

Expectations Fears
 You love us and you have us on the  Learning difficult things
programme  Rain
 You are coming to teach us on coffee  When we shall finish to do our work
 Teaching us on how to improve our careers
 Teaching us on how to acquire on leave
 Seeing visitors from Kampala, waiting to
hear from them
 Learn about coffee drying, sanitation and
hygiene
 Our relationships at workplace
 Sex issues

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A brief discussion on the participant’s expectations was done linking them to the objectives for
the training.

7.0 Session on conceptualizing gender

The facilitator started the session by displaying to images. She asked the participants to identify
the images and they all agreed that one represented the man the other the woman.
She posed the following questions to the participants
 What do you see, know about the woman in terms of physical appearance, behaviors and
attitudes?
 What do you see, know about the man in terms of physical appearance, behaviors and
attitudes?
Man
 Trousers
 Beard
 Eyes
 Male reproductive system
 Big nose
 Legs
 Muscular
 Big lips
 Starts building a home
 Responsibilities carrying heavy
luggage
 Produces children
 Provides for children
 Provides protection
 Deep voice
 Marries a wife
 Confident
 Courageous
 Gives rules for the family
 Planner at home
 Pays fees
 Buys items in the home

Woman

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  Breasts
 Hips
 Eyes
 Dressing style
 Legs
 Hair
 Walking posture
 Beautiful smile
 Soft voice
 Menstruation
 Cares for children
 Cooks food
 Produces children
 She is a helper at home
 She is manager
 Cares for husband
 She works in the garden\
 Fetches water
 Advisor in the home
 Collects fire wood
 Cares for the home
 Runs a small business
 Breastfeeding
 Respects the husband
 Works as the blanket at night
 Teaches children

This was followed by the discussion that clearly defined characteristics of sex that are universal
across societies and cultures and unchangeable among individuals and societies. The facilitator
further noted that manifestations (demonstration) of gender difference can be found in the
construction of roles and expectations, identity, responsibilities, valuation/recognition and power
relations. In explaining the gender difference in terms of expectation, she said that in our
country, a man is generally expected to work outside the house (in the public domain) while a
woman is expected to work in the house (in the private domain). Moreover, men are considered
to be more powerful than their female counterparts. Participants noted that there is a danger of

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generalizing at UGACOF that no woman that can carry bags and this is attributed to viewing
women as weak yet in their homes they carry jerry cans of water, fire wood, bags of produce
across the mountains. Given chance women can carry bags like men.
Some of the participants expressed that the men feel more superior to women simply because
they are men.

As the discussion continued it was clear that there is inequality with regard to distribution of
labor. Culture has bestowed on women a lot of work. This results in the following

 Increasing cases of domestic violence

 Women weaken and grow old faster because of too much heavy work load
 Women have less time to rest because they work almost the whole day.
 Women engage in activities which are for the daily wellbeing of households while male
moved around to look for economic opportunities.
 Men never have time for their families even when the wife is sick

At the end of the session, there was a growing consciousness among men and women that
women have heavy work load and men committed to supporting their wives in doing the
household chores so that they can have healthier and peaceful families.
It was also noted that women are also doing work that was originally for men for example
buying food, paying school fees, and buying a bed therefore roles can be shared.

7.1. Resource use in the household

A session on use of resources in the household was done in the plenary. Participants were asked
to identify the resources available to them, their right of use and the level of control they have
over them using the access and control matrix. It was established men dominated control of
almost all resources. It also emerged that men were the direct beneficiaries of the household
resources given that they have an upper hand in almost all income generating activities. Majority
of the women can only use the resources with limited control. They always consult on any issue
concerned with use of a resource in a household. Men don’t consult on utilization of resources.

From the discussions it also emerged that there’s a lot of friction in households between
husbands and women who work at UGACOF. Husbands are claiming women no longer respect
them and have neglected their responsibilities. This has resulted in cases of violence.

The following emerged as actions that needed to be taken by both men and women to ensure that
there is harmony in the households;

 Couples need to trust each other and be open in all aspects including issues to do with
finances.
 Respect for each other’s position as husband and wife and their respective roles

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 Husbands need to help their wives with domestic activities so that they can find time to
participate in activities on the farm
 Both husbands and wives need to share information regarding income generated in the home.
 Improving communication between husbands, wives and children by planning together as a
family

8.0 Relations at workplace.

In this session, the facilitator divided the participants into three groups and asked each group to
read the case studies and respond to the questions provided for each. After holding group
discussion on the case studies, participants brought forward their group work to share with other
participants for reflection and further discussion;

Casual staff in group discussions

A married man. Kide 23 years, in Kasese was
employed as temporary work in a nearby
factory for 2 years. The manager had a village
mate who also wanted the same job. The
manager decided to terminate Kide and gave
the job to his village mate.
Questions and responses from the group
1. Comment on what is happening in the case
study above?
It was not right for the manager to terminate ….
From the job.

Discrimination on basis of tribe

What can result from such a situation?

 Job loss
 Demotions

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  Discrimination
 Abuse of office
 Psychological torture after losing a job

Are there similar situations in our community?

Yes

What actions can be taken to avoid such

situation?

 Report to police
 Report to counselor
 Train staff and manages on their rights

Kuku got a job in a nearby factory during the Comment on what is happening in the case study
Covid 19 pandemic. He had moved in the area above?
to stay with his sister. Many of the workers in
the factory are born of the area , so they  Racial segregation
consider Kuku as a foreigner and do not want  Injustice
to associate with him.  Loss of confidence
 Tribalism
 Physical appearance
What can result from such a situation?

 Loss of hope to have a job in the factory

 Lack of confidence
 Enmity
Are there similar situations in our community?

Yes

What actions can be taken to avoid such

situation?

 Cooperation of administration and the

laborers
 Equal opportunity for all
 Being faithful at the place of work
 Gender training

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 Esteri aged 35 was dismissed from her job as a
temporary worker .She had worked for three
months. The reason was that she refused to
make love to her supervisor.
 The supervisor did wrong to force the worker
into love issues
 The supervisor disrespected the worker
 The supervisor must be suspended from
worker
What can result from such a situation?

 Losing the job that is Esther lost her job

hence decrease in work force
 Damage company reputation
 Hatred between Esther and the supervisor
Are there similar situations in our community?

Not Yet

What actions can be taken to avoid such

situation?

 Sensitization of staff on Code of conduct

 Report any incidents to top management
 Suspension of such supervisors indefinitely

In the discussion that followed casual workers came to consensus that above situations should be
prevented.

 Following company rules and regulations

 Avoid rumor mongering while at work
 Respect everyone and avoid tribal discrimination. “After all we are all one people”
commented one participant.
 Plan for the money we get for development of our families.

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The Human Resource Manager Ms. Aida Nabisirye and Grace Kirabo, the Environment Health
and Safety officer reechoed UGACOF’s Zero tolerance to discrimination and sexual harassment.
They noted that all workers whether permanent or casual are bound by UGACOF’s Code of
conduct and values that prohibit discrimination and sexual harassment.
Grace informed the staff that in case they get any cases, they can report to their supervisors
further as the company has an open door policy; members are free to walk in any office report
cases of discrimination and harassment. When cases are reported, incidence files are opened,
investigations done and actions taken. She also noted that there is a suggestion box where they
can drop any anonymous grievances.
She also explained the new arrangement that they are going to follow to form groups to ensure
equal participation of everyone. The groups would be mixed tribes and would elect their leaders.
When it is off season, the groups would rotate such that everyone gets a chance to work.

35
Field staff that participated in the training

36
37
Casual staff in the training.( Participants list attached)

38