It is widely accepted that investments in infrastructure can lead to direct and indirect jobs, and usually have spillover effects into other economic opportunities. For example, good transport systems and agro-logistics services help move freight from farms to locations where value can be added (like intermediate processing, packaging and sorting of agricultural produce) and ultimately to consumers. However, the anticipated benefits of these investments are not always fully realized, or sometimes they happen much later. How can investments in infrastructure have a multiplier effect in stimulating the economy and, eventually, facilitate job creation?
To maximize their impact, infrastructure projects should explicitly analyze and include complementary investments (e.g., industrial parks or processing facilities) and soft interventions (financial services, ICT, laws and regulations, etc.) needed to unlock the potential of new markets. As part of a broader effort to link investment in rural roads to economic opportunities, the Roads to Jobs study analyzed strategic value chains in the agriculture sector in Rajasthan, India, to better understand the challenges faced by farmers in accessing markets and provided recommendations to address constraints.
Muruganantham’s lifelong mission to create awareness about unhygienic practices and taboos around menstrual health, especially among rural Indian women, has now been recognised globally.
I could never have imagined a macho Hindi film ‘Hero’ testing and trying out sanitary pads to make his wife’s life easier!
Menstrual health and hygiene are huge gender and public health issues in India. More than half of India’s women between 15 and 24 years of age lack access to hygienic protection measures during menstruation (National Family Health Survey 2015-16).
We have a strict ‘no jerks’ policy at the company where I work. It means we just don’t have room for people who bully or mock their co-workers. Our employees don’t invade each other’s personal space or make uninvited personal contact.
Unfortunately, my company’s policy is an exception rather than the rule. Recently, I had a chance to meet Sri Lankan women engineers and hear their experiences. One told me about how challenging going to the field was because her male subordinates refused to respect her or follow her directions. Other women have been denied promotions, paid less than their male peers and sexually harassed at work.
Sometimes it’s more subtle than that. In every company I have ever worked for, women are in the minority. They may not have the same interests as their male colleagues or be able to socialize. Not everyone is comfortable conversing in the male lingo, just to fit in. When work is discussed in such social settings, women can very easily miss out. Each time something like this happens, it’s a loss for the company and for the country.
In this video, Anna Wellenstein, Director of Strategy and Operations in the World Bank’s Social, Urban, Rural and Resilience Global Practice, and Kamran Akbar, Senior Disaster Risk Specialist in the World Bank’s Nepal office, discuss the resilient reconstruction program undertaken by the Nepalese.
Under this program,
The program includes innovative approaches that help ensure the country is building back better, building a cadre of tradesmen skilled in resilient construction, and increasing financial access for beneficiary families.
These good practices not only apply to World Bank-funded reconstruction, but to the overall program supported by the Nepalese government and donors, creating country-wide and lasting impacts for a safer and more resilient Nepal.
The Update describes the state of the Indian economy, shares its perspective on the Indian growth experience and trajectory over the past two and a half decades, and analyses the near-term outlook for growth, the global economic outlook and its impact on the Indian economy.
The Update, to be formally launched on March 14, features a historic analysis of India’s economic performance in order to assess what it will take India to return to growth rates of 8 percent and higher on a sustained basis.
“With the momentum built up, the stage set, with a banner that in all its glory was decorated with the flags of the seven South Asian states, we sat in our respective country groups to embark on a three-day long journey that was to change my perception of South Asia forever. The dis-embarkment on this passage saw us divided by geographical boundaries, as India and Pakistan made sure to sit the farthest away from each other. The end to this voyage, however, painted a story not many foresaw – " – Alizeh Arif, Lahore School of Economics
Bhutan is a small country nestled in the eastern Himalayas between China and India, has managed to maintain its rich and unique cultural heritage in this modern-day age, partly due to its relative isolation during much of the last century. Bhutan is one of the smallest but fastest-growing economies in the world and a success story in poverty reduction.
There has also been an increasing representation of girls at the higher secondary level although the lag continues at the university level.
Gender gaps in labor markets and job quality was identified as one of the main areas of gender gaps in the 2013 World Bank Gender Note Policy. Although tremendous progress has been made, - 58% of Bhutanese women working for pay or looking for jobs - the female labor force participation saw a slight decline compared to men in 2016. It remains one of the highest in the region.
Happy International Women’s Day! This is an important year to celebrate – from global politics to the Oscars last weekend, gender equality and inclusion are firmly on the agenda.
But outside movies and matters of government, we see the effects on gender equality every day, in how we live and work. One area we have data on comes from companies: what share of firms have a female CEO or top manager?
Only 1 in 5 firms worldwide have a female CEO or top manager, and it is more common among the smaller firms. While this does vary by around the world – Thailand and Cambodia are the only two countries where the data show more women running companies than men.
Better representation of women in business is important. It ensures a variety of views and ideas are represented, and when the top manager of a firm is woman, that firm is likely to have a larger share of permanent female workers.
“Sabse jyada munafa chuski mein hai (The biggest margin lies in small ice pops)”, says Shanti Devi with the definitive confidence of a seasoned entrepreneur. Shanti, a resident of Kotwana village in Bihar’s Gaya district runs an ice-cream production and sales unit that has an annual revenue of INR 1.9 million and employs 22 workers for a significant part of the year. While sharing the long list of ice-cream flavours she vends, Shanti also signals at a much larger phenomenon. “Every third shop in this market is run by a JEEViKA member, ranging from grocery and utensil stores to a newspaper agency.”
Shanti is the microcosm of a transformative ecosystem that has nurtured 1.8 million new and existing women entrepreneurs while creating 800,000 new jobs in India. The JEEViKA that Shanti refers to, is a World Bank supported program of the Government of Bihar aimed at empowering women through Self-Help groups (SHGs), commodity specific producer groups and higher federations. The approach scaled up nation-wide under the National Rural Livelihoods Mission (NRLM) is driving growth and job creation in rural areas through women-owned enterprises.
Today there are 45 million rural women across India that are mobilized into self-help groups under the NRLM umbrella. Some 3.9 million SHGs and their federations have been empowered with skills, access to finance, markets, and business development services. This is triggering a huge change in the lives of the rural women.