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EBRD Gender Action Plan

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Presentation on theme: "EBRD Gender Action Plan"— Presentation transcript:

1 EBRD Gender Action Plan
Chikako Kuno, Director, Group for Small Business, Chair of Gender Steering Group Alan Rousso, Director Strategy & Analysis, Office of the Chief Economist George Krivicky, Director, Early Transition Countries Initiative EBRD Gender Steering Group

2 Gender Gender and Transition EBRD – Gender Promotion Today
The Action Plan

3 Objective Increase the economic participation and decision-making roles of women in the private sector.

4 Gender and EBRD Gender equality is an important component of the development and transition process Part of the Millennium Development Goals EBRD is committed to expanding opportunities for women and promoting gender equality Impact of transition on women has varied by country and by issue-area

5 Impact of transition: labour market “separation”
Women’s labour participation declined at the start of the transition, but has since recovered Women now have lower unemployment rates than men, except in CIS+M Women are more in favour of state involvement, particularly in the social arena Women tend to be less satisfied with their lives CEB SEE CIS+M Source: World Development Indicators 2006

6 Impact of transition: Labour market “separation”
Source: World Development Indicators 2006

7 Impact of transition: Wage equality has diminished
Sweden UK France USA Italy Slovenia Kyrgyz Rep Moldova Mongolia Hungary Uzbekistan FYRM Romania Slovak R. Albania Kazakhstan Bulgaria Czech Republic Latvia Poland Croatia Russia Estonia Georgia Ukraine Lithuania 0.45 0.55 0.65 0.75 0.85 0.95 Wage Equality More wage inequality in more advanced transition countries Wage differentials between men and women have increased Differences cannot be easily explained by job type or productivity Gender discrimination is evident from quantitative and qualitative studies Labour Force Participation

8 Impact of transition: Quality of employment has changed
Women have moved into unpaid caring professions More women are in white collar than blue collar professions Many women have become self-employed, partly out of necessity There are still fewer female than male entrepreneurs

9 Impact of transition: Access to finance
More female managers have difficulty securing a bank loan Female managed firms charged higher interest rates in some countries Financial development may lead to lower levels of gender bias in bank lending More needs to be done to understand constraints and opportunities for female entrepreneurship Share of businesses without a bank loan Source: BEEPS, 2005

10 The Bank today Revised Environmental and Social Policy Demonstration
incorporates gender; public comments by 9 April; public consultation workshops in the region; now approved Demonstration Banking operations (illustrations) Micro and small enterprises (MSE) Equity investments (Supervisory Boards) Infrastructure (Municipal and Environmental Infrastructure) Training TurnAround Management and Business Advisory Services (TAM/BAS) Work of the Office of the Chief Economist (OCE)

11 Ukraine, Moldova and Caucasus (2007)
Number of Loans Disbursed Volume of Loans Disbursed Women Borrowers Women Borrowers Figures are gathered from portfolio reports provided by 11 FIs across the region

12 Mi-Bospo Set-up by the Danish Refugee Council in 1995 following the Bosnia War Initially 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 entrepreneurs Today 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 33m Most 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.

13 IMON Was 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.

14 Boards (Investee Companies, Financial Institutions)
Bank’s nominee directors are women in 112 (41%) out of 275 approved Supervisory Board seats. High women representation EBRD has a strong demonstration effect

15 Examples 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.

16 Trade Facilitation Programme (TFP) Training
Trade Finance training Kazakhstan UCP 600 Turkmeninstan Trade Finance training Russia Trade Finance training Mongolia

17 An EBRD business case for expanding economic opportunities for women
EBRD has made the business case in practice More gender equality is associated with faster and more sustainable economic growth Empowerment of women can lead to better governance Gender equality taps the full labour pool, can lead to market expansion and better management practices

18 Action Plan Mainstream
Pilot Country schemes in selected countries (tailored) Coordinate with and leverage other IFIs Increase awareness in Bank and build insitutional capacity to address issues

19 Considerations Stage of transition Cultural Political factors
Women’s own priorities and needs in countries of operation Relevance of Bank’s operational instruments for the task

20 New Opportunities Action Description Deliverables Timeframe/Resource
Implications Review 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 4th Q 2008 /1stQ 2009 Pilot 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 issues Review of level and number of economically active women in private sector Determination of any obstacles Identification and development of advisory and financial products to support women Identification of existing networks or gaps to support women Product and activity launch. To start 3rdQ 2008 [1]

21 New Opportunities (con’t)
Action Description Deliverables Timeframe/Resource Implications In-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 2009 Continued 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. Ongoing Other 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.

22 Mainstreaming of Gender in Bank operations
Action Description Deliverables Timeframe/Resource Implications Creation 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 2008 Training. 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 staff Potential regional advisory group on gender issues, comprising members from business, policy-making, and NGO community; 3Q for TOR and selection of consultant Ongoing. 3Q start – 4Q 2009 Strengthening 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.

23 Conclusions Bank operations have positive gender impact today:
Transition mandate supports growth and gender Demonstration – Boards Pro-Active – Energy Efficiency, Municipal/Environmental Infrastructure, Microlending, Financial Institutions, TAM/BAS Bank has built Business Case to broaden its role as a positive actor Through Action Plan the Bank will increase positive interventions through existing efforts as well as in new opportunities

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