Presentation on theme: "EBRD Gender Action Plan"— Presentation transcript:
1EBRD Gender Action Plan Chikako Kuno, Director, Group for Small Business, Chair of Gender Steering GroupAlan Rousso, Director Strategy & Analysis, Office of the Chief EconomistGeorge Krivicky, Director, Early Transition Countries InitiativeEBRD Gender Steering Group
2Gender Gender and Transition EBRD – Gender Promotion Today The Action Plan
3ObjectiveIncrease the economic participation and decision-making roles of women in the private sector.
4Gender and EBRDGender equality is an important component of the development and transition processPart of the Millennium Development GoalsEBRD is committed to expanding opportunities for women and promoting gender equalityImpact of transition on women has varied by country and by issue-area
5Impact of transition: labour market “separation” Women’s labour participation declined at the start of the transition, but has since recoveredWomen now have lower unemployment rates than men, except in CIS+MWomen are more in favour of state involvement, particularly in the social arenaWomen tend to be less satisfied with their livesCEBSEECIS+MSource: World Development Indicators 2006
6Impact of transition: Labour market “separation” Source: World Development Indicators 2006
7Impact of transition: Wage equality has diminished SwedenUKFranceUSAItalySloveniaKyrgyz RepMoldovaMongoliaHungaryUzbekistanFYRMRomaniaSlovak R.AlbaniaKazakhstanBulgariaCzech RepublicLatviaPolandCroatiaRussiaEstoniaGeorgiaUkraineLithuania0.450.550.650.750.850.95Wage EqualityMore wage inequality in more advanced transition countriesWage differentials between men and women have increasedDifferences cannot be easily explained by job type or productivityGender discrimination is evident from quantitative and qualitative studiesLabour Force Participation
8Impact of transition: Quality of employment has changed Women have moved into unpaid caring professionsMore women are in white collar than blue collar professionsMany women have become self-employed, partly out of necessityThere are still fewer female than male entrepreneurs
9Impact of transition: Access to finance More female managers have difficulty securing a bank loanFemale managed firms charged higher interest rates in some countriesFinancial development may lead to lower levels of gender bias in bank lendingMore needs to be done to understand constraints and opportunities for female entrepreneurshipShare of businesses without a bank loanSource: BEEPS, 2005
10The Bank today Revised Environmental and Social Policy Demonstration incorporates gender; public comments by 9 April; public consultation workshops in the region; now approvedDemonstrationBanking operations (illustrations)Micro and small enterprises (MSE)Equity investments (Supervisory Boards)Infrastructure (Municipal and Environmental Infrastructure)TrainingTurnAround Management and Business Advisory Services (TAM/BAS)Work of the Office of the Chief Economist (OCE)
11Ukraine, Moldova and Caucasus (2007) Number of Loans DisbursedVolume of Loans DisbursedWomen BorrowersWomen BorrowersFigures are gathered from portfolio reports provided by 11 FIs across the region
12Mi-BospoSet-up by the Danish Refugee Council in 1995 following the Bosnia WarInitially focussed on serving women of all ethnic backgrounds, of which 70% were internally displaced persons.In 2000 was transformed into a non-profit organization and provides financial services to low-income women entrepreneursToday a strong mid-size regional non-bank microfinance institution with a market share of 7% (gross loan portfolio).Outstanding loan portfolio 32,121 loans for over EUR 33mMost of its clients are women with men gradually becoming indirect clients through their association with a female in the household.Mi-Bospo’s vision is to become the financial services provider of choice for women entrepreneurs in Bosnia and Herzegovina.TA being provided to help Mi-Bospo transform into a commercial microfinance company by end 2008.
13IMONWas registered in 2005 and previously operated as a Mercy Corps’ microlending programme implemented by the National Association of Business Women (NABW).Today, is the largest and strongest performing non bank microfinance institution in Tajikistan.Since the programme commenced in 1999 it has provided over 160,000 loans for over EUR 48 million. 46% of IMON’s clients are women and 69% of its clients live in rural or remote areas underserved by other financial institutions.Transformation into a commercial entity is planned for 2008.TA has been provided to help IMON in its transformation process.
14Boards (Investee Companies, Financial Institutions) Bank’s nominee directors are women in 112 (41%) out of 275 approved Supervisory Board seats.High women representationEBRD has a strong demonstration effect
15Examples of Selected Infrastructure Interventions/Issues Water projects: where women are clearly affected. Participation in surveys of needs (e.g. family health aspects, ensuring water pressure sufficient), monitoring of implementation (water user committees).Identifying areas where attention to gender-specific aspects can significantly improve benefits through better project design and implementation.Affordability considerations.
16Trade Facilitation Programme (TFP) Training Trade Finance training KazakhstanUCP 600 TurkmeninstanTrade Finance training RussiaTrade Finance training Mongolia
17An EBRD business case for expanding economic opportunities for women EBRD has made the business case in practiceMore gender equality is associated with faster and more sustainable economic growthEmpowerment of women can lead to better governanceGender equality taps the full labour pool, can lead to market expansion and better management practices
18Action Plan Mainstream Pilot Country schemes in selected countries (tailored)Coordinate with and leverage other IFIsIncrease awareness in Bank and build insitutional capacity to address issues
19Considerations Stage of transition Cultural Political factors Women’s own priorities and needs in countries of operationRelevance of Bank’s operational instruments for the task
20New Opportunities Action Description Deliverables Timeframe/Resource ImplicationsReview of Existing Bank Activities with Gender Component.Assessment of the Bank’s current and potential activities to clarify existing best practice and identify gaps where the Bank’s transition mandate can be enhanced.Consultations with sector/country teams.Clarification of existing areas of EBRD intervention.Identification of potential new areas where Bank could intervene.Development of diagnostic tools and statistics.Continuous monitoring of the impact and continued relevance of existing activities linked to promotion of gender equality in Bank operations.Ongoing through 4thQ 2008 /1stQ 2009Pilot Country Programmes.Pilot programme to be developed and implemented in a few earlier transition countries and a more advanced transition country to test potential for successful implementation and help identify selected gaps in the Bank’s activities.Review of Bank activities across sectors in the pilot country for gender issuesReview of level and number of economically active women in private sectorDetermination of any obstaclesIdentification and development of advisory and financial products to support womenIdentification of existing networks or gaps to support womenProduct and activity launch.To start 3rdQ 2008
21New Opportunities (con’t) ActionDescriptionDeliverablesTimeframe/ResourceImplicationsIn-house and external research studies.Studies to improve understanding of specifics of both a country-based and/or a sector based approach to maximising the gender equality transition impact.Qualitative and quantitative research conducted by specialised teams, based on sector and/or country specific.Field research as part of baseline studies contributing to project preparation for gender projects.To start 1st Q 2009Continued development of on-going initiatives.Develop and strengthen areas where the Bank has already achieved gender-related progress; TAM/BAS initiatives, TCs, the implementation of gender-related work in the ESD, and ongoing work within GSB.A consultation process with other IFIs, European Commission, donors, and banking institutions, in order to keep up with initiatives with a similar objective, as well as monitor policy processes, especially at EU level, which are likely to impact on Bank countries and sectors of operation.OngoingOther potential initiatives.Within the Bank’s transition mandate and capacity for action, there are a few initiatives which could be investigated and developed.Dedicated Credit Lines, supporting female borrowers;Financial education support for Women in Business;There is potential for the development of standard “codes of conduct” clauses for companies.TBD.
22Mainstreaming of Gender in Bank operations ActionDescriptionDeliverablesTimeframe/ResourceImplicationsCreation of Gender Steering Group.The gender Steering Group comprises members from m Banking, OCE, Communications and ESD.Terms of Reference (ToR) for the Steering Group on Gender;A full-time gender specialist, to implement the Group’s recommendations will be assigned,3Q 2008Training.Gender training to be mandatory for senior management and banking staff, as well as for Board members.In co-ordination with HR, it is envisaged that nominee directors also be offered gender awareness training.ToR and internal gender awareness training guidelines;Possible incorporation of internal training to coincide with training on new Environment and Social Policy;Review/assessment of existing levels of gender awareness, and familiarity with current gender-related initiatives, among Bank staff;Specific gender training for staff, including on links to the Bank’s transition mandate;Specific gender training for project related staffPotential regional advisory group on gender issues, comprising members from business, policy-making, and NGO community;3Q for TOR andselection ofconsultantOngoing.3Q start – 4Q 2009Strengthening of social safeguards and labour due diligence.Adverse gender impacts and gender discrimination in the workforce and the affected communities could be given an increased focus at the project due diligence stage.Development of “Code of Conduct” relating to non-discrimination in employment and labour issues.IV Q 2008.
23Conclusions Bank operations have positive gender impact today: Transition mandate supports growth and genderDemonstration – BoardsPro-Active – Energy Efficiency, Municipal/Environmental Infrastructure, Microlending, Financial Institutions, TAM/BASBank has built Business Case to broaden its role as a positive actorThrough Action Plan the Bank will increase positive interventions through existing efforts as well as in new opportunities