East Asia Pacific’s (EAP) strong economic performance over the past few decades has significantly benefited and empowered women in the region, bringing better health and education and greater access to economic opportunities. To celebrate International Women’s Day, we are featuring 12 women in the region who embody the advancements women have made in EAP, despite the many barriers that remain for them at work.
Surpassing all other developing regions, EAP’s female-to-male enrollment ratio for tertiary education is currently 1.2, with the ratio of secondary education access nearly equal for girls and boys. But
The use of artificial intelligence (AI) and big data can offer untapped opportunities for Thailand. Particularly, it has enormous potential to contribute to Thailand 4.0, a new value-based economic model driven by innovation, technology and creativity that is expected to unlock the country from several economic challenges resulting from past economic development models (agriculture – Thailand 1.0, light industry – Thailand 2.0, and heavy industry – Thailand 3.0), the “middle income trap” and “inequality trap”. One core aspect of Thailand 4.0 puts emphasis on developing new S-curve industries, which includes investing in digital, robotics, and the regional medical hub.
To stem violence, it is crucial that countries and program implementers are informed by evidence on what works best. There needs to be a stronger, broader knowledge base about prevention and response that can inform investments, policy and practice.
Despite considerable progress in traffic enforcement and medical care, the road crash mortality rate in Thailand remains rather high and has been increasing since 2009. More than 24,000 people lose their lives on the road every year, and traffic injuries are a major public health burden for the country. The human toll and individual loss caused by this epidemic are clearly exposed by the media, and many organizations are actively advocating solutions for this important public concern.
While disasters threaten the well-being of people from all walks of life, few are as disproportionately affected as the over one billion people around the world who live with disabilities. Following the 2011 Tohoku earthquake and tsunami in Japan, for example, the fatality rate for persons with disabilities was up to four times higher than that of the general population.
Persons with disabilities are especially vulnerable when disaster strikes not only due to aspects of their disabilities, but also because they are more likely, on average, to experience adverse socioeconomic outcomes than persons without disabilities, including higher poverty rates. Disasters and poorly planned disaster response and recovery efforts can exacerbate these disparities, leaving persons with disabilities struggling to cope even more both during and after the emergency.
In advance of the Global Disability Summit, and drawing on a recent report titled “Disability Inclusion in Disaster Risk Management” from the Global Facility for Disaster Reduction and the Recovery (GFDRR) and the World Bank, here are five actions that development institutions, governments, and other key stakeholders can take to ensure that persons with disabilities are not left behind in the aftermath of a disaster.
Across the digital economy in Indonesia, both IT giants and smaller companies have the same complain: digital talents are hard to find. Obert Hoseanto, an Engagement Manager from Microsoft Indonesia, said the company recently contracted only five people for an internship program, out of a pool of hundreds of applicants.
But those applying for jobs are also struggling, with many realizing the difficulties of meeting the needs of their employers. Natali Ardianto is learning the ropes at tiket.com, a thriving start-up, “by doing”, he said. “Only 30% of the curriculum of my education was useful for the company I joined,” he explained.
A recent workshop held by the Coordinating Ministry of Economic Affairs and supported by the World Bank strived to develop a better understanding of this skills gap, by bringing in insights from the private sector, education experts, and global practitioners.
In the infrastructure domain, “price” is a prism with many façades.
An infrastructure economist sees price in graphic terms: the coordinates of a point where demand and supply curves intersect.
For governments, price relates to budget lines, as part of public spending to develop infrastructure networks.
Utility managers view price as a decision: the amount to charge for each unit of service in order to recover the costs of production and (possibly) earn a profit.
But for most people, price comes with simple question: how much is the tariff I have to pay for the service, and can I afford it?
Among the 29 countries and economies of the East Asia and Pacific region, one finds some of the world’s most successful education systems. Seven out of the top 10 highest average scorers on internationally comparable tests such as PISA and TIMSS are from the region, with Japan, Republic of Korea, Singapore, and Hong Kong (China) consistently among the best.
But, more significantly, one also finds that great performance is not limited to school systems in the region’s high-income countries. School systems in middle-income Vietnam and China (specifically the provinces of Beijing, Shanghai, Jiangsu, and Guangdong) score better than the average OECD country, despite having much lower GDP per capita. What is more, scores from both China and Vietnam show that poor students are not being left behind. Students from the second-lowest income quintile score better than the average OECD student, and even the very poorest test takers outscore students from some wealthy countries. As the graph below shows, however, other countries in the region have yet to achieve similar results.
The responsibilities have radically changed from that of an administrative service function to a proactive and strategic one. Unfortunately, in most jurisdictions the procurement function is still not considered a specific profession and consequently, building procurement professional expertise to meet development challenges remains an unfinished agenda.
When Prime Minister Narendra Modi launched the Swachh Bharat Mission in 2014, it marked the beginning of the world’s largest ever sanitation drive. Now, a 2017 survey by the Quality Council of India finds that access to toilets by rural households has increased to 62.45 per cent, and that 91 per cent of those who have a toilet, use it. Given India’s size and diversity, it is no surprise that implementation varies widely across states. Even so, the fact that almost every Indian now has sanitation on the mind is a victory by itself.
Achieving a task of this magnitude will not be easy. Bangladesh took 15 years to become open defecation free (ODF), while Thailand took 40 years to do so. Meeting sanitation targets is not a one-off event. Changing centuries-old habits of open defecation is a complex and long-term undertaking.