This blog is based on the Sweden Enterprise Survey (ES), which covered 600 firms across 4 regions and 6 business sectors.
Gender equality is one of the cornerstones of modern Swedish society. In the workplace, however, women are still underrepresented at the upper levels of corporate responsibility and decision-making, especially in the private sector. While women constitute more than one-third of the country’s private sector workforce, they account for only 23% of all managers—with an even smaller percentage of top managers. In 2013, when the Sweden Enterprise Survey was conducted, only 12% of firms in Sweden were led by a top woman manager.
Blog #1: Five key drivers of reducing poverty in India
India is uniquely placed to drive global poverty reduction. The country is home to the largest number of poor people in the world, as well as the largest number of people who have recently escaped poverty. Despite an emerging middle class, many of India’s people are still vulnerable to falling back into poverty.
Over the next few weeks, this series will look back and analyze publicly available data to better understand what has driven poverty reduction from the mid-1990s until 2012, and the potential pathways that can lead to a more prosperous India. Since it is clearly not feasible to elaborate on all the myriad pathways out of poverty available to India, we focus on a few key themes that the diagnostics show to be of particular relevance to the country. We hope this series will contribute to the ongoing discussions on how poverty can be eliminated from India.
We are thankful to the Indian Express for partnering with us in disseminating this series to its readers.
Figure 1: Poverty and inequality in rural China
From my corner of the World Bank, the development objective of promoting gender equality can seem vague or unrelated to what we do. We can give three cheers for our colleagues who focus on gender issues for successfully developing and releasing the World Bank’s new Gender Equality, Poverty Reduction and Inclusive Growth Strategy -- and then return to our work of closing the infrastructure financing gap and helping governments prioritize their infrastructure projects.
But are there areas in our own work on public-private partnerships (PPPs) where we can and should evaluate the role gender plays? Based on the quantity of literature my colleagues at the PPP Infrastructure Resource Center (PPIRC) have amassed in version 1.0 of their impact of PPPs on gender inclusion page of their website, the answer is yes.
During the last few months, I have brainstormed with my team at the Public Private Infrastructure Advisory Facility to examine how gender considerations overlap with the technical assistance we facilitate. I have also recently joined the “gender leads” group of the World Bank on behalf of the PPP Group. As I have become more aware of the challenges women face around the world, I see these issues more and more through a PPP lens.
So in honor of International Women’s Day, which pushes us to “step it up for gender equality,” I’ve identified five areas that point toward ways PPPs can be part of the solution:
When I started my career in the world of global development some twenty odd years ago, a number of female leaders inspired me. Rachel Carson had left an epic legacy with her book ‘Silent Spring; Wangari Maathai, the founder of the Green Belt Movement, had won a Nobel Peace Prize and Jane Goodall was reminding us all of nature conservation causes. And that’s just to name a few of those who were most visible.
One of my first experiences in the developing world was in Mozambique. While there, I saw the devastating impacts of floods not just at the national and community level, but especially on women and girls.
There is a lot that development practitioners don’t know about the Pacific Islands. When it comes to the laws of these small island nations scattered throughout the ocean separating Asia and the Americas, most people outside the region know even less. Add the dimension of gender to the mix and you might be met with blank stares.
A common Sri Lankan proverb states that a woman’s wisdom only extends to the length of the kitchen spoon’s handle. With near universal female lower secondary school completion, and more girls than boys receiving tertiary education, the knowledge of Sri Lankan females has clearly moved beyond the length of the kitchen spoon’s handle. However, the evidence suggests that .
Sri Lanka’s population has more women than men; there are 106 women for every 100 men. But when it comes to the labour force, there are only 54 women per 100 men, and 52 women employed for every 100 employed men. In the last 10 years, the female labour force participation rate has declined slightly from 39.5 percent to 34.7 percent, and the female unemployment rate has been consistently twice that of males during this period or longer So why aren’t Sri Lankan women – who are on average more educated than Sri Lankan men – engaged in the labor force in similar proportions? This question has been raised and discussed in policy circles, gaining momentum in recent times.
The Adolescent Girls Initiative (AGI) through its eight pilots taught us a great deal about how to make skills training more female-friendly and support young women's transition to productive employment. In addition to all the lessons we learned about working with young women, the pilots also taught us a lot about how to improve the overall quality of skills training.
Our Top 5 quality enhancement lessons, along with links to more information, can be found online in our Resource Guide and here:
Lesson 1: Skills training projects need to set realistic expectations for self-employment versus wage employment. In contexts with limited opportunities for wage employment, skills training projects should help orient youth to the likelihood of self-employment and develop content suitable to different levels of aspiration in that sphere. In Liberia, for example, we offered a job skills track and a business skills track. We ended up having to gradually reduce the size of the job skills track from 35 percent of trainees in Round 1 to just 18 percent in Round 3 after our impact evaluation showed the employment rate in the business skills track was much stronger. This wasn’t easy—it involved changing the orientation of the client, the training providers, and the girls themselves.
Lesson 2: Involving the private sector can improve the market relevance and overall effectiveness of training. AGI pilots partnered with the private sector in the implementation arrangements by hiring private companies to provide training tailored to the needs of a specific firm/sector—as in the Rwanda AGI—and by hiring private sector training and employment service companies to deliver training and assist with job placement—as in Haiti, Liberia, and Nepal. We also took low-cost steps to engage the private sector throughout implementation. For example, the Liberia AGI organized Private Sector Working Groups to provide routine guidance on project activities and enlisted members of the private sector to inspire the trainees by serving as guest speakers in the classroom.
Lesson 3: Post-training support is critical and must be planned and budgeted for early on. Even Getting the training up and running always seems like priority number one, but over the course of implementing the AGI pilots we learned that we needed to do a better job planning and budgeting for more structured and intensive post-training support from the very beginning of each project. The AGI pilots provided three to six months of post-training job placement assistance—such as internships, job search coaching, and so on—or business advisory services—such as business mentoring and check-ins, linkages to micro-franchises and business capital, etc. The exact balance of classroom training versus placement support hasn’t been rigorously tested, but our experience suggests this support can really help trainees put their new skills to use in the labor market. An extended follow-up period may be particularly important for young women just entering the labor market or breaking into non-traditional trades.
Lesson 4: Improving the monitoring and verification of employment outcomes is essential if we want to improve employment outcomes in skills training projects. Many projects don’t monitor attendance or performance during training, let alone keep track of participants after training ends. AGI pilots monitored business and job performance and verified employment outcomes up to six months after classroom training ended. The pilots relied on self-reporting by service providers, then verified these claims among a random sample of trainees (about 25 percent) by talking with employers, local women, and community members, and by accessing the trainee’s business records. The percentage of employed youth in the sample was then extrapolated to the population that the training provider claimed to be employed. In Liberia and Nepal, where pilots implemented results-based contracts, this extrapolation was used as a basis for the final payment. Any inaccurate claims by training providers proportionally reduced their payment and could jeopardize eligibility for future rounds of training. In the Resource Guide, you can download the employment/business verification strategy from the Liberia AGI, as well as tools for monitoring and placement verification.
Lesson 5: Performance-based incentives are operationally feasible—even in fragile settings—and seem to improve outcomes, though this is an area for more rigorous testing. We used results-based contracts for training providers in the relatively small program in Liberia, targeting 2,500 young women, as well as in the Nepal AGI, which was embedded in a larger program that trains 15,000 youth annually. Both projects achieved impressive results and we hypothesize that the performance incentives for the service providers accounts for this in part.
A forthcoming and final blog in this series will address recommendations for future learning and research from the AGI.
It takes a special type of woman to be an entrepreneur.
I didn’t quite know what to expect when, earlier this year, I met with a group of women entrepreneurs in Karachi who are participating in the World Bank Group’s womenX program. I had read a lot about the low numbers of women running businesses in Pakistan, the challenging environment they operate in, and their many constraints. But I was struck by the positivity and drive of the women I met. They shared with me how they are improving their business and financial practices, building their confidence, and expanding their networks.
Take for instance, Mussarat Ishaq, who runs Al-Karam Packages. Mussarat was a Karachi-based housewife, pregnant with her third child, when her husband divorced her. With no work experience, little education, no money and no plan, she learned the ropes of polythene production and with a business partner, started out small – purchasing the raw material from local markets, using outdated machinery to produce plastic bags, and supplying them to small businesses in their area. Today, they have purchased more sophisticated equipment and they employ 250 employees, working to provide low-cost, high-quality, reusable and environment-friendly packaging materials to Pakistani clients.