GGGIGenderEqualityand SocialInclusionStrategy 2021-2025

GGGIGenderEquality andSocial InclusionStrategy

2021-2025LeavingNoOneBehind in theTransformationTowards a Low-Carbon, ResilientWorld of Strong,Inclusive, andSustainableGrowth

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025ii

Preface

HEBan Ki-MoonPresident of the Assemblyand Chair of the Council

DearMembers and Friends of the Global GreenGrowth Institute (GGGI),

The 21st century has presented humanity withunprecedented challenges that threaten our future.The climate crisis is alreadymanifesting itselfthrough record-setting temperatures that causewildfires andmore frequent and severe extremeweather events such as super typhoons, droughts,floods, heatwaves, and freezing winters thatendanger the lives and livelihoods of millions ofpeople around the world. It is evident that thetraditional mode of development is not sustainable,and we urgently need resolute and coordinatedglobal actions to realize the commitments agreed toin the 2015 Paris Agreement to ensure that theglobal temperature rise this century is kept wellbelow 2°C. At the same time, we need unifyingframeworks to address the loss of biodiversity andhabitats and improve the dangerous air pollutionthat affects people’s health at increasing levels,while we “leave no one behind” in achieving theAgenda 2030 and Sustainable Development Goals(SDGs).

The impacts of the climate crisis and environmentaldegradation affect all of us, however resilience andcapacity to adapt is unevenly distributed. Poor,marginalized communities, and indigenous peoples,carry the heaviest burden as their livelihoods relyon natural resources and their capacity to respondto external shocks is constrained. The differentroles of women andmen, boys and girls, incommunities make women and girlsdisproportionally impacted by poverty and climatechange. Achieving gender equality is an acceleratorof sustainable development across all 17 SDGs.Similarly, youth empowerment that allow theworld’s 1.2 billion youth the opportunity to definetheir own future is key to sustainable solutions thatalso capitalize on the global youth movementscalling for action.

The COVID-19 pandemic has laid bare existing linesof inequalities and underlined the importance ofpeople-centered global cooperation as wemovetowards inclusive and green recovery. This hasmade GGGI’s 2030Global Vision of “A low-carbon,resilient world of strong, inclusive, and sustainablegrowth” evenmore vital. In its efforts to promotegreen policy solutions andmobilize investments andinstitutional capacity building to enable itsMembers to meet their green growth ambitions,GGGI’s 2030 Strategy also includes a Global

Operational Priority to “Accelerating progress inGGGI’s country programs for poverty eradicationand gender equality through the organization’soperations.” GGGI’s Gender Equality and SocialInclusion Strategy 2021-2025 translates GGGI’sstrategic framework into guidance for alignmentwithMember’s SDG priorities and promotion ofsolutions that moves the needle on humandevelopment, supportingMembers to maximizeopportunities for social co-benefits such asemployment, health, access to sustainable servicesand enhanced resilience, all of which are central toensuring commitment to and ownership of climateaction and the green growth agenda both shorterand longer term.

Aligned with GGGI’s Strategy 2030, the GenderEquality and Social Inclusion Strategy 2021-2025proposes an ambitious way forward that willrequire decisive and collaborative efforts in thecoming years fromGGGI and its partners to delivergreen solutions that simultaneously lift people outof poverty and contribute towards gender equalityand reduced inequalities. The Strategy is focused onGGGI’s program and operations, but issimultaneously an invitation to partners to joinforces in solving the unprecedented developmentchallenges we are facing and to ensure aprosperous future for generations to comewithinthe boundaries of Earth’s natural systems.

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025 iii

Foreword

Dr. Frank RijsbermanGGGI Director-General

Since the establishment of the Global GreenGrowth Institute as an intergovernmentalorganization in 2012, 38Members have ratified ourestablishment treaty, sharing GGGI’s visions for a “alow-carbon, resilient world of strong, inclusive, andsustainable growth.” Through close collaborationswith itsMembers, GGGI has been able, thanks to itsuniquemethod embeddedness within governments,to support the development of enabling, greenpolicies andmobilize significant green and climatefinance commitments for transformative greeninvestment projects.

The GGGI 2030 Strategy outlines an ambitious wayforward for GGGI’s work withMembers in thecoming decades. Its goal is, “To support thetransformation of members towards low-carbonand resilient economies to maximize their greengrowth outcomes, Nationally DeterminedContributions (NDC) implementation andSustainable Development Goals (SDG)commitments.” The Strategy has been translatedinto concrete Programmatic Solutions for greengrowth through the Roadmap 2021-2025. TheGender and Social Inclusion Strategy 2021-2025now provides a framework for ensuring thedeliberate identification of opportunitiesthroughout GGGI’s program and operations tomaximize social co-benefits and ensure a justtransition towards green economies.

While green growth processes are country-led anddemand driven, andmay look different in eachcountry in response to national sustainabledevelopment priorities, the principle of “leaving noone behind” is at the heart of inclusive green growthand achievement of SDGs. GGGI will continue toinvest in its capacity to deliver high qualityprograms and develop its ability to measure social

co-benefits in order to achieve the 2030 strategicobjectives to deliver 2million green jobs andprovide sustainable services to 100million people.An equity lens is required to ensure equalopportunities and access to decision making andbenefits for women, youth, indigenous peoples, andmarginalized and poor communities throughsolutions specifically tailored to their needs.

GGGI will practice what it preaches also in itsinternal operations, aspiring to be an equalopportunity and inclusive organization by buildingof a culture of accountability and respect andsystematically monitor the diversity of staff andmanagement.

With the launch of this strategy, I take theopportunity to also thank ourMembers andpartners for their continued commitment to, andleadership on green growth.

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025iv

Table of Contents

PageNo.

Preface (Message from the President and Chair) ii

Foreword (Message from the Director-General) iii

Glossary v

I. Envisioning a Just Transition Towards InclusiveGreen Growth and Climate Action

1

II. A Sharper Focus for Investments in PovertyEradication and Gender Equality

3

III. An Enhanced Ambition for Poverty Eradication, GenderEquality, and Social Inclusion in GGGI 2030 Strategy

6

IV. GGGI 2030 Pathways towards Poverty Eradication,Gender Equality and Social Inclusion

8

V.Maximizing Social Co-benefits and Inclusion throughGGGI's Programmatic Solutions

12

Strategic Entry Points to GGGI Programmatic Solutions 16

VI. The Architecture for Poverty Eradication, Gender Equality,and Social Inclusion

17

Internal Operations 20

VII. Implementation, Accountability, andOversight 22

VIII. Resources 23

Annex I

EndNotes IV

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025 v

Agency

Agency is the process through which women andmen are able to use their assets (such as health,education or physical assets) to take advantage ofopportunities that matter to them. This process isdependent on people’s ability or inability to makecertain choices and act in the interests of that whichthey “value and have reason to value”. Agency is alsodefined as “the ability to make decisions about one’sown life and act on them to achieve a desiredoutcome, free of violence, retribution or fear”i

Economic empowerment

Economic empowerment is the capacity of womenandmen to participate in, contribute to and benefitfrom economic growth processes in ways that valuetheir contributions, respect their dignity, andmakeit possible to negotiate a fair distribution of thebenefit of growth.ii

Gender

Gender refers to the behavioral and culturalattributes, expectations, and norms associated withidentifying as male, female, or non-binary. Genderhas a vast influence on social interactions andrelationships, as well as opportunities, access, andperceptions. The understanding and influence ofgender can vary greatly depending on cultural,national, and social context. Gender is differentfrom sex, which refers to their biologicalcircumstances.

Gender Equality

Gender equality refers to the equal rights,opportunities, and responsibilities, as well as equalaccess to material and non-material resources, forall genders. Gender equality is not inherently awomen’s issue, and thus also requires the fullattention and participation of men. Successfulimplementation of gender equality measurescarries positive outcomes for all genders.

Gender mainstreaming

Gender mainstreaming refers to identifying andintegrating the different circumstances andinterests of women andmenwhen developing,implementing, and evaluating projects. It is astrategy for promoting gender equality.

Green growth

Green growth is economic growth that is bothenvironmentally sustainable and socially inclusive.

Inequality

Inequality refers to the lack of equal access toopportunities. Factors such as place of birth, race,sex, gender and other physical and social attributes,have a vast effect on how people navigate throughlife and what opportunities are available to them.Inequalities can therefore to a great extentdetermine a person’s ability to obtain education andemployment, engage in political matters, accesseconomic opportunities, health care, and even basicnecessities such as housing and nutrition.

Poverty

Poverty means being unable to meet basic needs.Countries typically define national poverty line as aminimum daily income required to meet basicneeds. TheWorld Bank’s international extremepoverty line is at 1.90 USD per day. Recognizing thelimitations of a financial poverty measure, amultidimensional poverty definition takes intoaccount the surrounding social circumstances, suchas lack of access to health care and education.

Social inclusion

Social inclusion refers to the process of improvingthe terms on which individuals and groups take partin society, including the ability, opportunity, anddignity of those who are disadvantaged on the basisof their social and physical traits, such as theirgender, race, ethnicity, socioeconomic status, ageand whether or not they live with disabilities. Social

Glossary

inclusion therefore ensures active engagement bypeople who have previously not had their voicesheard, thereby broadening and diversifying acountry’s workforce, political stage and other publicspheres, as well as allow for the utilization of uniqueknowledge, experience and narratives.

Voice

Voice is defined as the ability to make choices aboutthe use of personal resources and assets or toparticipate in political, social and economic activitiesgives men and women a “voice” – that is “thecapacity to speak up and be heard, from homes tohouses of parliament, and to shape and share indiscussions, discourse and decisions that affectthem”.iii Being heard and listened to is an essentialprerequisite for having the ability to accessopportunities.

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025vi

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025 1

I. Envisioning the Just Transition TowardsInclusive Green Growth and Climate Action

The ambitious promise of green growth as“economic growth that is environmentallysustainable and socially inclusive” is gaining tractionwith governments and communities facing theunprecedented challenges of the climate crisis andloss of biodiversity while also pursuing enhancedwelfare and prosperity for people. GGGI issupportingMembers and Partner governmentsrealize its visions for a low carbon, resilient world ofstrong, inclusive, and sustainable growth. GGGI’sGender Equality and Social Inclusion Strategy2021-2025 provides a framework towardsachieving the principle of “Leaving NoOne Behind”in the transformation towards green growth.

In line with the GGGI Strategy 2030 and Roadmap2021-2025, its purpose is to affirm andoperationalize GGGI’s commitment to its GlobalOperational Priorities (GOP), particularly GOP5:“Accelerating progress in GGGI’s country programsfor poverty eradication and gender equality throughthe organization’s operations.” The strategyestablishes the linkages of GGGIObjectives,Programmatic Solutions, andOperationalFramework with human and social developmentgoals, and rests on the principle that povertyeradication and gender equality are human rights.But also, importantly, the recognition that sociallysustainable and inclusive approaches (i.e., those thatenable themeaning full participation of women,men, boys and girls, including poor andmarginalized

communities as “active agents of change,) are a pre-requisite for the green growth transformation.

The Strategy places emphasis on enhancedambitions for poverty eradication, gender equality,and social inclusion in the GGGI 2030 StrategicFramework and introduces a biannual Action Planto operationalize the strategy as part of theinfrastructure for the deliberate and strategicincorporation of poverty, gender, and socialinclusion dimensions into processes andprocedures.

Participants and facilitators at the Gender and Inclusive Green Growth Training conducted by GGGI and Sonora Women's Institute in Hermosillo, Sonora, Mexico, August 2019. (Photo Credit: GGGI Mexico)

https://gggi.org/gggi-and-sonora-womens-institute-deliver-a-gender-in-green-growth-training-for-public-officials-and-civil-society-generating-sectoral-recommendations-for-the-state/

https://gggi.org/gggi-and-sonora-womens-institute-deliver-a-gender-in-green-growth-training-for-public-officials-and-civil-society-generating-sectoral-recommendations-for-the-state/

Catalyzing and accelerating access toclimate finance/green investments forGGGI'sMember's public and privatesectors• Green Investments [green bankableprojects, National FinancingVehicles (NFVs), green andclimate instruments, carbonfocused engagements)

Accelerating progress in GGGI's country programs forpoverty eradication and gender equality through theorganization's operations• Cross cutting in all programmatic solutions

Achieving a sustainable andcircular bioeconomywhilesecuring healthy natural systems• Climate Resilient Agriculture(solar irrigation, renewableenergy application in agrivalue chain, resilient croppingpractices, resourceconservation)

• Sustainable Forests (REDD+,landscapes financingmechanisms, natural capitalmarkets innovations)

• Coastal Resilience (mangrovesas ecosystem for livelihoods,aquaculture, marine issues -fisheries, flood protection andpollution)

Making cities and communitiessustainable, livable and resilient,supported through green jobs, services,and green infrastructure capital marketsinnovations• WasteManagement (circulareconomies, urban and agriculturalwaste, wastewater, Fecal sludgemanagement (FSM), waste toresource)

• SustainableMobility (e-mobility, nonmotorized transport)

• Green Buildings (green urbaninfrastructure norms/standardspolicies, energy efficiency inresidential & commercial buildings)

• Solar PV (energy transition access andproductive use - solar water pumping,solar PV auctions, rooftop, utility scaleplants, storage)

• Green Industries (green industrialparks, green supply chains, energyefficiency in SMEs, labeling andstandards)

Supporting GGGI'sMembers instrengthening policy planning, regulatoryframeworks, and institutional capacity toachieve green growth outcomes• Climate Action (inclusive green growthplans, long-term low emissionsdevelopment strategies (LT-LEDS), NDCsupport, monitoring, reporting, andverification (MRV) system design, climatediplomacy)

1 2

5

3 4GlobalProgrammaticOperationalPriorities

GGGI 2030 Strategy VisionMission and Goal towards Inclusive Green Growth

The GGGI 2030 Strategy reaffirms the strategic directions of GGGIMembers towards Green GrowthTransformations manifested in GGGI’s Vision andMission:

A low-carbon, resilientworld of strong, inclusive,and sustainable growth.

GGGI supports itsMembersin the transformation of theireconomies to a green growth

economicmodel.

“By 2030, the economies of its Members will have transformed into a low-carbon andresilient economic development model with GGGI’s support to maximize their green growthoutcomes and NDCs and SDGs implementation.” Alignment with human rights and principles

of “leaving no one behind” are central to achieving this goal, and is articulated throughGGGI’s eight Global Operational Priorities.

GGGIVision

GGGIMission

GGGI's Strategic Goal 1

Linkages to the GGGI Strategic Outcomes (SOs)and Sustainable Development Goals (SDGs)

SO1 SO2 SO3 SO5 SO6SO4ReducedGHGemission

Creationof greenjobs

Increasedaccess tosustainableservices

Supply ofecosystemservicesensured

Enhancedadaptationto climatechange

Improvedairquality

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-20252

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025 3GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025 33

II. A Sharper Focus for Investments in PovertyReduction and Gender Equality

From the Rio Declaration and the 1992UNConference on Environment to the SustainableDevelopment Goals (SDGs) and the ParisAgreement, it is widely recognized that socialinclusion is an intrinsic component of green growth.Inclusive and effective growth can only happen ifthe needs, potential, and participation of the fullpopulation are met, and women, youth, the disabled,the poor, and indigenous peoples have the samerights, responsibilities, and opportunities as those inpositions of power and privilege. However,significant challenges remain in achieving equaldistribution of wealth, prosperity, and opportunity.Economic growth in the last few decades hasresulted in a steady decline in extreme poverty,globally. Still, according to the UNDP, as of late2018 nearly 2 billion people worldwide live inpoverty or nearing poverty.iv The COVID-19pandemic and its economic impacts has exposedvulnerabilities and laid bare the patterns ofinequalities as well as exacerbated the starkdifferences between rich and poor, women andmen, around the world and will undoubtedly havepersistent, lasting effects on global poverty. Despitecontributing the least to the changing environment,people living in poverty are the least equipped tohandle the impacts of climate change and are morevulnerable to the consequences of environmentaldegradation, such as water and air pollution andloss of arable land. These environmental processespose significant threats to the homes andlivelihoods of people living in poverty and result inforcedmigration.

As a consequence of the different gender roles insociety, women andmen are also differentlyimpacted by climate change.Women have lessaccess to economic opportunities and areunderrepresented in politically world over.vGGGIsees the transition to green growth as anopportunity to accelerate gender equality andwomen empowerment by leveraging women’s rolesin green growth and climate action as decision-makers, entrepreneurs, workers, and consumers. Infact, leaning on evidence that gender equality is anaccelerator across SDGsvi, women’s active voice andparticipation is considered a prerequisite for asustainable and equitable transition towards agreen economy, and deliberate strategies to ensurewomen’s empowerment is therefore essential.

The COVID-19 pandemic at the start of the decadewill be a defining factor of development over thecoming years.While the severity of the crisisdepends on how quickly medical solutions becomeavailable, the crisis has in 2020 for the first time indecades caused a downturn in human developmentand staggering increase in global poverty. It has laidbare existing inequalities both between countriesand also between the rich and the poor withincountries. Additionally, socio-economic conditionsof women and youth have been disproportionallyaffected as educational institutions are locked downand families struggle to balance domestic andeconomic responsibilities.vii The investments inCOVID-19 recovery is an opportunity also forinclusive green growth in alignment with nationalsustainable development priorities.

Before the COVID-19 pandemic, the amount ofpeople living in extreme poverty has been steadilydecreasing in recent decades. The rate of people indeveloping countries living for less than $1.25 a dayhas dropped frommore than half to just 21% in2010, despite a 59% increase in populationviii.However, there is still 1.2 billion people worldwideliving in extreme poverty, and this number willinevitably increase due to the impacts of thepandemic, which has put livelihoods at risk in bothdeveloping and developed countries.

While GGGI will invest in the mainstreaming ofsocial inclusion across all its program, GGGI willthrough its program and operations focus its effortsto generate high potential opportunities. Thisincludes focusing at least 60% of core investmentson Least Developed Countries (LSDs), LandlockedDeveloping Countries (LLDCs), and Small IslandStates (SIDS).ixGGGI Regional Strategies andCountry Planning Frameworks will set out toidentify issues inequalities and opportunities tobridge the gaps in the shift towards greeneconomies.

TheMiddle East and North Africa (MENA) regionhas faced a range of challenges in recent decades,including political instability, large-scale migration,food and water scarcity, and volatile oil prices. Thishas all contributed to poverty rates in the region,which currently show a percentage of 7,2% ofpeople living for less than $1.90 per dayx. This is astark increase since the start of the Arab Spring in2010, during which the poverty rate was at 2.1%.

Furthermore, the region ranks second lowest interms of female political participation, with 17,5%of seats in parliament being occupied by womenxi.Only the United Arab Emirates have directives inplace that ensure parliamentary gender equalitythrough the enforcement of quotas. MENAfurthermore ranks lowest among regions on theWorld Economic ForumGlobal Gender Gap Index2020, having closed 60,5% of the gender gapxii.Investments on gender equality, particularly morewomen in politics and the economy have highestpotential in the region.

For the Latin America and Caribbean region, therate of people living in extreme poverty has steadilydecreased from 13,7% in 1999 to 3,8% in 2018xiii.However, it is worth noting that this particularregion displays large differences from nation tonation, with several countries having an extremepoverty rate of less than 3%, such as Argentina,Peru and Chile. Meanwhile neighboring countriesshowmuch higher poverty rates, such as Belize andHonduras (both 17%), and Venezuela at 46%xiv. Theregion has closed 72,2% of the gender gap, and isalso doing relatively well in terms of female politicalparticipationxv. The Americas in total is the highest-ranking region at 31,8% of parliamentary seat heldby women, with the Caribbean at 40,8%, CentralAmerica at 27,9% and South America at 26,3%xvi.Despite ranking higher than any other region in theworld, there is still much left to be done in order toachieve total equality and equitable participationfor women.

Sub-Saharan Africa has historically been the regionsuffering most from poverty. Despite a steady

decline since 1994, the region still had a povertyrate of 40,2% as of 2018xvii. Several countries in theregion has suffered, and continues to suffer fromcivil unrest and political instability, as well asextremeweather caused by the changingenvironment. Several factors are therefore forcingpeople to stay in poverty. The region has closed68,2% of the gender gap and thus ranks thirdlowest in the world on theWEF’s Global GenderGap Index. It is estimated that it would take another95 years to close the gender gap at the currentratexviii. In terms of female political engagement,Sub-Saharan Africa currently only has 24,8% ofparliamentary seats filled by women. The highestrate is in East Africa at 31,7% and the lowest inWest Africa at only 15,3%xix.

Asia and the Pacific has an estimated 400millionpeople that live for less than $1.90, with thenumber rising to 1.2 billion when using theinternational poverty line of $3.20 per dayxx. Theregion is separated into three subregions in theGender Gap Index 2020, with notable differencesamongst them. Eastern Europe and Central Asia hasclosed 71,3% of the gender gap, thus rankinghighest amongst the three. East Asia and the Pacifichave closed 68,5% and South Asia ranks the lowestat 66,1%. South Asia thus ranks second lowestglobally. East Asia and the Pacific is furthermore theregion with the longest estimated time to close thegender gap worldwide at 163,4 years, suggesting aslowmove towards gender equality.xxi In terms ofpolitical equality, Asia ranks third lowest globallywith only 20,6% of parliamentary seat beingoccupied by women. The Pacific ranks lowest in theworld with a mere 16,8%. Excluding Australia and


Students at a local school in Sikhottabong district of Vientiane, Lao PDR. GGGI, in collaboration with the Vientiane City Office for Management and Service (VCOMS) and the Department of Education and Sport (DES), has set up a "Waste Recycling Bank" in ten local schools to increase the city's waste recycling rate by establishing decentralized waste collection points. (Photo Credit: GGGI Laos, June 2020)

https://gggi.org/gggi-laos-established-a-waste-recycling-bank-in-local-schools-of-vientiane-lao-pdr/



NewZealand from this statistic, the percentagedrops significantly to 6,4%. The Pacific isfurthermore home to the only three nations in theworld with zero women in parliament namelyVanuatu, Micronesia and Papua NewGuinea.xxii

Finally, unstable and fragile countries and regionsrequire deliberate consideration of the linkagesbetween natural resource management, conflictand peace. This will underpin and define theintroduction of green growth initiatives. Thisincludes regions in countries such as Colombia,Papua NewGuinea, Indonesia, Ethiopia, andMyanmar.Women andmen, boys and girls areimpacted differently by conflict and peaceinitiatives, which must also be understood toeffectively introduce green growth initiatives thatsimultaneously achieve poverty, gender andinclusion outcomes. Failure to develop conflictresponsive approaches may exacerbate grievancesand culminate in unintended negative impacts.Meanwhile, deliberate and well-planned conflictresponsive approaches can contribute to de-escalate conflict and durable peaceful solutions.



III. An Enhanced Ambition for PovertyEradication, Gender Equality, and SocialInclusion in GGGI 2030 Strategy

GGGI adopted the Strategy 2030 – a ten-yearstrategy – in October 2019with a vision for a low-carbon, resilient world of strong, inclusive, andsustainable growth and an objective of supportingGGGIMember Countries to move towards a modelof green growth.While this will be differentiated forindividual countries, at its core, the green growthmodel relates to strategies that simultaneouslyachieve poverty eradication, social inclusion,environmental sustainability, and economic growthin alignment with SDGs and human rights.

The COVID-19 pandemic marks the start of thedecade and will define its development path in yearsto come. Countries are implementing significantstimulus and recovery packages to mitigate andmange short- and long-term damage to theeconomy. GGGI sees the opportunity of theCOVID-19 recovery packages as a means toincentivize shifts in the economy andmove towardsinclusive green growth solutions. Governmentpriorities will be on economic recovery throughcreation of jobs and enhanced resilience, whichmakes the GGGI 2030 Strategy and this Genderand Social Inclusion Strategy and Action Plan 2021-2025more relevant than ever. GGGI will beworking withMembers and partners to generateevidence that green investments are more

economically viable and socially sustainable thanbusiness-as-usual.

Poverty eradication, gender equality, women’sempowerment, and social inclusion have beenembedded in global frameworks for environmentaland climate governance since the Rio Declarationand the 1992UNConference on Environment andDevelopment andmore recently in the 2015 ParisAgreement. GGGI is committed to internationalconventions that enforce the inherent rights of allpeoples, including women, as well as people living inpoverty, people living with disabilities, indigenouspeoples, and youth. These conventions

March 15, 2019, Puerto Princesa City, Palawan – GGGI's Ingvild Solvangcelebrated InternationalWomen’s Month by empowering a group of climatechampions in Palawan. 300 women leaders of Palawan were engaged. (PhotoCredit: GGGI Philippines Country Program)

GGGI and the National Institute of Public Administration (NIPA) in Indonesia held an Empathetic Leadership Training for civil servants with the theme“Living with Hazardous and Toxic Waste: Threats and Opportunities” on December 4, 2019, in Cilegon, Banten, Indonesia. (Photo Credit: GGGI Indonesia)

simultaneously reiterate the central role of women and vulnerable groups in sustainable development and green growth and underscores the need for deliberate strategies to achieve inclusive outcomes.

GGGI’s commitment to promoting poverty eradication and gender equality in development hasgained reinforcement and added momentum by being included in the Strategy 2030 as one ofGGGI’s Global Operational Priorities (GOP5): Accelerating progress of GGGI country programs in poverty eradication and gender equality through

https://gggi.org/empathetic-leadership-training-hazardous-and-toxic-waste/





organizational operations. This elevates women anddisadvantaged groups in GGGI’s green growthdevelopment agenda. This profound commitment topoverty, gender, and women’s empowerment led tosome refocusing of direction, strategy alignment,impact targeting, capacity building, and resourcedeployment through a new five-year genderstrategy.

Participants at the 3-day workshop on Gender mainstreaming in Burkina Faso's NDCs Sectoral Plans conducted by GGGI

in partnership wtih the Ministry of Environment, Green Economy and

Climate Change of Burkina Faso and NDC Partnership in Koubri, Burkina

Faso, August 2020. (Photo Credit - GGGI Burkina Faso)

https://gggi.org/training-workshop-on-gender-mainstreaming-in-burkina-fasos-ndcs-sectoral-plans/








SO3 access to sustainableenergy, transport, waste,and sanitation services

1. Achieving SDGs

3. Just transition

8. Improved health

NationalDevelopmentPolicies

SustainabilityandSafeguards

StrategicOutcomes

Strategy 2020GlobalOperational Priority 5:

Accelerating progressof GGGI country

programs in povertyeradication and genderequality throughorganizationaloperations.

SO2Green jobs

SO4 Improve air quality

SO6Adaptation

2. Human rights,Non-discrimination,and participation

5. Environmental andSocial SafeguardsManagement

4. Conflict sensitivityand peacebuilding

6. Enhanced access tosustainable servicesfor underservicedcommunities

9. Enhanced adaptationand resilience formostvulnerable communities

7. Economic empowermentthrough decent, green jobs,and improved livelihoods,particularly for womenand youth

IV. GGGI 2030 Pathways towards PovertyEradication, Gender Equality and SocialInclusion

1. Achievement of SDGs

The SDGs are intrinsic to GGGI’s work and play acentral role when developing and implementingprojects. The eight Global Operational Priorities ofthe GGGI 2030 Strategy support the deliverySDGs, both directly and indirectly. Several of theSDGs are directly aligned with the purpose of thisstrategy, including SDGs 1, 2, 3, 5, 6, 8, 10 and 11(respectively: No Poverty; Zero Hunger; GoodHealth andWell-Being; Gender Equality;Sanitation; DecentWork and Economic Growth;Reduced Inequalities; and Sustainable Cities andCommunities). GGGI supportsMembers andPartner governments achieving SDGs goals, and the

SDG framework serves as guiding tool for genderequality, poverty eradication, and social inclusion atevery step of the process and applied wherever it isdeemed appropriate.

2. Human Rights, Non-discrimination, andParticipation

GGGI is committed to promoting principles ofhuman rights in green growth processes,particularly with regards to non-discrimination,participation, and good governance. This is achievedthrough broad stakeholder engagements andpartnerships with government, civil society, andprivate sector actors and institutions. This ensures


multiple voices and perspectives and helpsincorporate a wide range of needs, skills, andpotentials into green growth solutions. Thisimportantly includes ensuring that the challengesand opportunities of all, including women, youth,indigenous peoples, migrants, and other vulnerablegroups are heard when conducting green growthpotential assessments and design of green growthapproaches.

3. Just transition

It is vital to ensure a just and socially sustainabletransition towards a green, climate resilienteconomy, in which workers in industries that areimpacted by the transformations, such as coal andoil, are not left behind as countries begin to moveaway from fossil fuels. On the contrary, GGGI willpromote and support solutions for just transitionsthroughmeasures such as decent green jobcreation in sustainable sectors and skills andeducation programs for shifts towards a green labormarket with minimal losses. GGGI will also supportinclusive approaches to low carbon development byhighlighting the opportunities to more effectivelyaddress issues of poverty and inequalities throughlower dependency on fossil fuels (e.g., byreallocating public funds from fossil fuel subsidiesto renewable energy and social welfare andprotection).

4. Conflict sensitivity and peace building:

In instability and conflict, conflict dynamics mayinfluence natural resource management and greengrowth initiatives. GGGI programsmay be put atrisk. Interventions may contribute to exasperatedconflict or be a part of lasting peaceful solutions. Insuch contexts, GGGI will strive to apply tailored,conflict sensitive approaches to project design,monitoring and evaluation. This is achieved throughadequate context asessement, which also includehowmen and women, boys and girls, and differentsegments of the population are impacted differentlyby conflict and planned interventions. The aim is tosafeguard against negative impacts and promotesustainable benefits where feasible and applicable.This may be drawn fromGGGI´s active participationin endeavors such as the Peace Forest Initiative(PFI, with the Korean Forest Initiative), and, itsinstitutional membership of the EnvironmentalPeacebuilding Association (EnPAx), a globalknowledge platform. Systematic and deliberateattention to green growth in conflict will enableGGGI and partners to track, compile and reportcontributions to SDG16 “Peace and solidinstitutions”.

5. Environmental and Social Safeguards (ESS)Management

GGGI is committed to commonly recognizedstandards for Environmental and Social Safeguards(ESS) as outlined in the GGGI Rules onSustainability and Safeguards. GGGI will identifyandmanage ESS risks throughout the Project CycleManagement, and further identify opportunities tomaximize environmental and social co-benefitsaligned with the 2030 Strategy.

6. Enhanced economic empowerment andlivelihoods— particularly for youths, women,indigenous peoples, and informal sectors—creating decent green jobs and economicopportunities in renewable energy, transport,agriculture, forestry, eco-tourism, andwastemanagement.

Creation of green jobs is key to economic growthand central to ensuring political will and publicsupport for green growth transformation andclimate action. GGGI will seek opportunities tomake explicit the green employment potential andpromote standards for decent quality jobs and a“just transition” towards green economies. Applyingits methodologies for employment assessments,GGGI will act as an advisor toMembers andPartners on green solutions with highestopportunities for employment, both in terms ofdirect, indirect, and induced jobs created.Additionally, to better prepare for scaleup ofsustainable sectors, value chains analysis canproject needs for skills mobilization to inform thejust transition of the workforce and promotion ofequal access to capacity building and employments.Applying a gender lens to green growth processeswill inform strategy to increase the participation ofwomen in green sectors, which are oftentimes maledominated, such as energy.

Access to economic opportunities is a key topoverty eradication that provides a direct path togender equality. GGGI will seek opportunities topromote women’s economic empowerment throughaccess to decent jobs and improved livelihoods byassessing the roles of women andmen in valuechains and sectors and seek to leverage solutions toovercoming barriers through green policy, bankableprojects, financial instruments, and capacitybuilding. These barriers include access to formalfinancial services and productive assets and landtenure, technology, knowledge, skills, andmarketinformation.


GGGI recognizes the importance of youthemployment toMembers’ sustainable developmentplans and will work to promote technical skillsdevelopment and employment for young womenandmen in green growth interventions. In its workto support green entrepreneurs andMicro, Small,andMedium-sized Enterprises (MSMEs), GGGI willrecognize and assess the specific barriers facingwomen, youth, andmarginalized groups in the start-up and scale-up of businesses.

GGGI will also promote improved livelihoods forsmallholder farmers, including women farmers andmarginalized communities, such as indigenouspeoples, as it links to land tenure, access to financialservices, knowledge, technology, and other valuechain inputs. Nature based solutions have greatpotential for employment generation, and GGGI willpromote equitable benefits sharing schemes thatcreates jobs and social protection at local levels.GGGI recognizes the informal sector’s role inservice provisions (e.g., in agriculture, waste, andtransport) and will promote inclusive approaches tosector level transitions and the development ofcircular economies that also benefit informalworkers.

7. Expanded and improved access tosustainable services to underservicedcommunities particularly in energy, waste,sanitation, and transport

Through its programmatic solutions, GGGI isworking to improve access to sustainable servicesparticularly in the energy, waste, sanitation, andtransport sectors. GGGI will systematically assesshow green growth transformation in each sectorimpacts communities’ access to services and seekopportunities to expand these services tocommunities that lack reliable access. In middleincome countries, GGGI will promote theassessment and off-setting of potential costs ofgreen growth transition on affordability,accessibility, and acceptability ensuring that poorandmarginalized communities gain improvedaccess to green services. In low-income countries,the focus will be on how to introduce greensolutions that allow for the expansion of services tocommunities that lack access to these services fromthe outset. Particularly in the latter case, access toservices is also key to the strengthened resilienceand climate adaptation and will speak togovernment strategies for poverty eradication andgender equality.

8. Improved health

The clear links between climate action and airquality also has a direct correlation to improvedhealth and wellbeing. Globally, air pollution causesan estimated 7million premature deathsxxv andexposure to ambient and household air pollutioncosts an estimated 5.11 trillion USD in welfarelosses in 2013xxvi. Improving air quality is aninvestment in both economic growth and humandevelopment. There are also direct links betweenimproved solid waste management and sanitationand health, which particularly benefit the poor.There is also a correlation between improved healthand gender equality where women spendmost timecaring for children, the elderly, and the sick. GGGIwill assess the opportunity to generate suchpositive co-benefits also for poor andmarginalizedcommunities.

The informal sector and Green Growth

As of 2016, only 60 countries had developednational strategies for moving towards a greeneconomy - of which only 15 prioritized theinformal sector. Informal workers make upmore than half of the workforce in developingcountries and account for around 10 trillionUSDworldwide, 13 percent of the world’sGDPxxiii. The informal sector is in somedeveloping countries larger than the formaleconomy and is therefore essential tosustainable growth and development. However,as it is largely “invisible”, tailored and inclusiveapproaches are required to reach the peopleconcerned.xxiv Inclusive formalization can leadto enhance labor conditions and benefits forworkers and communities, and improved accessto formal financial and business services forentrepreneurs that allow business scale-up andre-investments in sustainable business models.It will further broaden the tax base that canimprove public services more broadly.Platforms for the exchange of needs andexperiences between the formal and informalsector can ensure that informal workers arerepresented and able to participate ingovernmental processes in order to developsensitive and inclusive policy.


9. Increased adaptation and resilience,particularly for themost vulnerable communitiesby strengthened food security through access toagriculture and fisheries to support livelihoods aswell as promote sustainable water conservationandmanagement tomeet economic and socialneeds.

The climate crisis disproportionally impacts poorandmarginalized communities, particularly thoseliving off of natural resource-intensive livelihoods,such as farming and fishing. Themost urgent threatto poor and vulnerable communities is weakenedfood security. The inability to feed oneself and one'sfamily does not only affect health, but also theability to work, study, care for family members, andparticipate in political matters. The lack of foodsecurity therefore carries disadvantagesthroughout many other aspects of life and hinderspeople in achieving their full potential,disproportionately affecting people living in povertyas they are less equipped to handle sudden changesin their surroundings.Women andmen areimpacted differently by climate change andenvironmental degradation. Pre-existing genderinequality makes women less resilient to adapt toclimate change, and changes in the environmentrisks adding to women unpaid workloads.Womenare also more likely to lose their lives in naturaldisasters. Climate adaptation is therefore importantto gender equality and women’s empowerment.This includes initiatives such as the implementationof early warning systems to help communities bracefor hurricanes and extremeweather events, as wellas providing rainwater harvesting tools for peopleworking within agriculture, so they can takeadvantage of extended periods of rain andsimultaneously be better equipped to deal withdraughts and to make land tenure, finance,technology, knowledge, and information available toenable the women andmen invest in climate-smartlivelihoods.


V.Maximizing Social Co-benefits and Inclusionthrough GGGI’s Programmatic Solutions

The GGGI Roadmap 2021-2025 translates the fiveprogrammatic GOPs of the 2030 Strategy into 10corresponding programmatic solutions, which arekey priority areas where GGGI expects to make itsmost impactful interventions in support of thetransformation of itsMember and partnercountries’ economies towards green growth. AllGGGI country programs and projects will assess theopportunity for creation of co-benefits, and whereapplicable and relevant, will incorporate GOP 5,which aims to accelerate gender equality andpoverty eradication in GGGI’s Program.

Green Investments

Although progress has beenmade towards financialinclusion of the world’s poor, 1.7 billion adultsremain unbanked, while only 58.6% of women inlow- andmiddle-income economies have access tofinancial institutions or mobile money services.xxvii

Women face particular challenges accessing formalfinancial services as they are less likely to haveaccess to and control of productive assets, such asland, which is needed in many cases as collateral.TheWorld Bank notes that 115 out of 190 studiedeconomies have discriminatory regulations thathinder women’s economic opportunities.xxviii Thedisproportionate climate effects onmost vulnerablegroups as a result of persistent gender norms anddiscrimination requires that gender and socialinclusion considerations becomematerial to allfinancial decision-making. Studies, however, showthat climate finance has previously offered fewexamples of inclusiveness. Project approaches toclimate finance, such as the Clean DevelopmentMechanism, are often biased towards large-scaleprojects focused on energy infrastructure andindustrial efficiency programmes that are oftenbeyond the access of womenwho lack theresources or capacities to engage in large-scaleprojects. xxix xxxWhile 187 billion was invested inclimate bonds in 2017, only $1.3 billion wasinvested in gender-responsive initiatives.xxxiGGGIwill promote approaches that make green andclimate finance work for women, the poor, andmarginalized groups by leveraging scarce publicfunding and promoting financial innovationstowards inclusive green objectives as relevant andapplicable.

Climate Action

The Paris Agreement is committed to linkingclimate action and sustainable development goalsand environmental justice, ensuring that the rights,needs, and capacities of men, women, andmarginalized groups are understood andincorporated into effective long and short-termplanning instruments. Focus on socio-economic co-benefits is a prerequisite for fostering political willand public support for green transformations andclimate action. This is achieved through broadstakeholder participation and innovativeapproaches towards the empowerment of women,youth, indigenous peoples, and informal actors. Toimprove adaptation, mitigation, and resilienceresults, GGGI continues to support itsMemberCountries and Partners linking NDCs and SDGs,e.g. throughmodelling of employment potential ofspecific climate smart technologies and genderassessments to identify women’s roles in promotionand implementation of actions.

In Vietnam, GGGI is paying adequate attentionto social safeguards and introducing socialelements to the financing criteria for the GreenBond Readiness Program. The program ismainstreaming social sustainability in thepotential green projects and the projectselection/evaluation framework. Capacitybuilding initiatives of the program alsointegrates sessions on gender responsive andsocial inclusive green bond issuance.

In Jordan, GGGI has highlighted in its technicaladvice to the Government issued in 2017, thatJordanian entities seeking direct access tointernational climate funds will be assessedagainst the fund’s fiduciary principles andstandards, environmental and social safeguards(ESS) and gender policy. In 2019, GGGIsupported Jordan’s Cities and VillagesDevelopment (CVDB) to enhance theirsafeguards and gender policies tomeet theGreen Climate Fund’s standards.


http://www.greengrowthknowledge.org/sites/default/files/A National Green Growth Plan for Jordan.pdf

http://www.greengrowthknowledge.org/sites/default/files/A National Green Growth Plan for Jordan.pdf

InMexico, GGGI supported the State of SonoraGreen Growth Plan, incorporating socialindicators to the Plan and conducting trainingwith government and civil society on how toincorporate gender into green projects.

GGGI has supported the Jordanian governmentin the development of its National GreenGrowth Action Plans (2021-2025) for Energy,Transport,Water,Waste, Tourism andAgriculture (2020-2024) including withstakeholder engagement to inform the process.In doing so, it has engaged theMinistry ofSocial Development, responsible for women’saffairs, to ensure policy coherence between thegreen growth plan and gender targetsarticulated in the national development andgender strategies.

In Burkina Faso, GGGI conducted a gendertraining in 2020 for government on how toincorporate gender into NDC enhancementand implementation.

In the Philippines, GGGI has supported theestablishment of the NewBanua Institute forResilience and Green Growth (NBIRGG), alearning center to improve the adaptivecapacity of indigenous andmarginalizedcommunities to the impact of climate change.This also includes capacity development pillarfor women. As a result of GGGI’s intervention,there are five NBIRGGs under establishment infivemunicipalities in Palawan.

Climate Resilient Agriculture

In developing countries, 79% of economically activewomen are in agriculture.xxxii Evidence showsclosing the gender productivity gaps increases yieldby up to 30%, contributing to poverty reduction.xxxiii

The gender gap and inequalities in agriculture is apattern that has been documented worldwide –women, youth, people with disabilities, and othersocially excluded groups have less access toproductive resources including land tenure,financial capital, and advisory services. Theseinequalities have significant implications on theadoption and sustainability of climate resilientagricultural practices. Smallholder farmers rely onthe ecosystems which are increasingly degradedand their access to sustainable agricultural landresources is declining. Sustainable agriculture isimportant for both mitigation and adaptation,xxxiv

and integration of innovative adaptation actionsinto agricultural investment projects is key.xxxv

Actions that are aimed at improving farmingtechniques can reduce GHG emissions and createsynergies with climate change adaptation measure.Adopting a gender-responsive approaches toagricultural policies is key to achieve social,environmental and economic developmentoutcomes.

Sustainable Forests and Coastal Resilience

Forests and coastal resources provide livelihoodsand income for both women andmen, however theneeds and use of these resources differ due torights and regulations, as well as gender roles andresponsibilities. The underlying causes ofdeforestation and forest degradation areinterlinked with sustainable livelihood alternativesthat affect women andmen in different ways. Theseresources play a critical role in global climatechange regulation as well as environmental andeconomic prosperity. The people who depend onforests generally remain poor and are oftenexcluded from key decisions related to theirmanagement.xxxviUnderstanding who owns theforest and who has forest use andmanagementrights is critical in tracking environmental, social and

In Kiribati, GGGImainstreamed genderequality considerations into the AgricultureAddendum to the National SustainableDevelopment Plan

In India, through the project on BuildingClimate Resilience in Tea Value Chain for SmallTea Growers, GGGI integrated theenvironmental and social impacts and risks. Itidentified areas to improve wages andworkingconditions especially for women in the valuechain andmainstreamed the project resultsframework (milestones, targets, indicators andsex-disaggregated data).


Photo Credit: GGGI Philippines Country Program

In Laos, GGGI is working with informal sectoractors collecting organic waste for bio-fertilizerplants.Waste pickers have become localcampions in addressing various waste issuesand are engaged for inclusive transformation ofinformal sectors.

In Nepal and Senegal, GGGI is providingsanitation services and developed a safeguardsand inclusion framework which aims atovercoming the structural barriers to effectingsolid wastemanagement to benefit all –outlining socio-economic benefits(environmental health and employment).

In Cambodia, GGGI engagedwith relevantformal and informal actors from public andprivate wastemanagement sector inBattambang and assisted themunicipality andlocal waste entrepreneurs in developingdetailed options to establish a reliable supplychain (segregation, collection, transport, andon-sell of products) for recyclable waste. Thiscreated opportunities for formal and informalwaste pickers to increase their revenue, aswaste SMEs in the city scaled up their business.

WasteManagement

Effective waste management, including sanitation,is intrinsically linked to environmental health andwellbeing that can significantly contribute tosustainable development and resilience for poorandmarginalized communities. Simultaneously,solid waste in particular offers important sources ofincome for a large low-skilled and often informalworkforce in developing countries. There is growingevidence that inclusive approaches to circulareconomy opportunities that involve informalworkers and waste pickers associations lead tomore sustainable outcomes. Inclusive formalizationof the sector should also lead to improved workers’benefits, health, and safety.Waste PickerAssociations and informalMSMEs can play animportant part of the sustainable transformationsof the sector. Support to leadership of women andyouth in the process is a way to recognize theimportant roles they play in the sector.


Photo Credit: Benjamin Tular, GGGI Indonesia

economic development; and hence strengtheningthe contribution of forests towards an inclusive andsustainable economic growth pathway that alsoincludes the generation of decent jobs andemployment.xxxvii

In India, GGGI conducted a gender analysis anddeveloped an inclusive development plan forthe Narmada Landscapes Restoration Project.The action plan details how the projectactivities will mainstream gender equality andsocial inclusion considerations throughout theproject life span; and also integrated the plan inthe overall projectMEL Plan.

In Indonesia, GGGI has supported thegovernment in mainstreaming of genderresponsive policies into its work with thePeatland Restoration Agency tomobilizing ofpublic private partnerships and carbon financeto restore and stop further degradation ofpeatlands across the country.

In the Philippines, GGGI has supported theProvincial Government of Oriental Mindoro toformulate and approve the ProvincialOrdinance No.94-2019, “AnOrdinanceEnforcing theMandatory Relocation of HighlyVulnerable Communities in the Province ofOriental Mindoro and Establishing Standardsand Procedures for Relocation Projects andOther Purposes”. This is due to the fact that thenumber of people vulnerable to flooding andlandslides in the country is almost 40% of theprovincial population and that more than 50%of the provincial land area is exposed to thesame.

In the Norway-funded Colombia Green GrowthProgram, GGGI in 2020 developed anEnvironmental, Social and GovernanceFramework to identify andmanage risks andopportunities for poverty eradication and

gender equality. The Framework sets targetsand proposes approaches to achieving ESG co-benefits. This is particularly important in thepost-conflict context, which influences naturalresourcemanagement in the program areas.

GGGI India, 2018

InMongolia, support the design of ResidentialRetrofitting program in UlaanbaatarMunicipality for the NAMA facility, whichincluded gender and inclusion features forresident engagement and inclusive businessmodels ensuring that residents, including lowincome households, are engaged in the processand that impacts of the project on householdeconomies are considered.

Solar PV

Access to energy services is at the center ofsustainable development. Globally, energy povertyis a problem, particularly in least developedcountries where access to electricity is lacking orunreliable. However, it is also a challenge inindustrialized countries when there is an increase inoil and gas prices impacting the lowest incomehouseholds. The shift to renewables creates far-reaching development impacts, triggers economicstimulus, creates jobs, and contributes towardshealth and other welfare benefits. Improved energyaccess and gender are interlinked as it frees up timefor women and girls and gives themmore flexibilityin other productive opportunities, including accessto public services.

Since 2016, the GGGI has been supporting thegovernment of Vanuatu in the development of aNational Green Energy Fund (NGEF) that aimsto enable women andmen to access credit toinvest in green technologies. In doing so itassisted the government to align the fund tothe Sustainable Development Plan andNational Gender Policy and to integrate genderand inclusion into the funding criteria. Inaddition tomanaging the gender impact of thefund, it sought to ensure the women’sparticipation in the process of developing thefund by requiring women on the board,including Department ofWomen’s Affairs. Thisis in a context of a donor supported VanuatuClimate Change Finance Review published in2018, which incorporates a gender and socialinclusion analysis.

SustainableMobility

Sustainable mobility is crucial for achieving theSDGs. Improvedmobility is key to enhancedeconomic opportunities, political empowerment,and access to basic services, particularly for poorandmarginalized communities, including youth andwomen. Investment in mobility infrastructure andtransport is recognized as a tool for redistributionof wealth in favor of low-income communities. Aninclusive perspective in transport policies isimportant not only to reduce the inequalities ingender and social mobility, but also to acceleratethe adoption of sustainable mobility for low-carboncity development. Additionally, an increasingconcern about quality of services, safety,affordability, and accessibility of infrastructure andtransport and the rights to freedom of movementfor women and vulnerable groups, including peopleliving with disabilities, has developed an equity lensfor mobility andmore inclusive business models fortransport that GGGI will promote.

Green Buildings

Buildings and infrastructure development heavilyrely on use of natural resources, energy, , andemissions to air, water, and land resources. Greenbuilding practices have a direct impact onenvironmental health and air quality in urban areas.Additionally, construction and energy efficiencymeasures generate jobs, however this sector isoftenmale dominated. Promotion of equalopportunities for women in these sectors canenhance women’s labor participation. Improvedresidential buildings can have significant impact onfamily economy and energy savings, health, andwelfare, but could also impact affordability ofhousing, which disproportionally impacts low-income and single headed households.


In Rwanda, though the project on investing inwalking and cycling policies in African cities,GGGI works in partnership with others,building in gendermainstreaming from thebeginning of the project, ensuring that genderdifferences that impact investment in NMT areconsidered and prioritized.

Nepal, SustainableMobility project - To ensuresustainability of the electric vehicles, theprogram is integrating social andenvironmental safeguards into business andinvestmentmodels for operators, this willensure that business solutions are gender-responsive and pro-poor.

Green Industries

The green industry sector continues to provide aproven source of employment that contributes topoverty eradication. Efficient, inclusive, and greenindustries enhance economic stability for ruralhouseholds, increases food security, and helps

https://www.forumsec.org/wp-content/uploads/2018/09/Vanuatu-Climate-Change-2.pdf

https://www.forumsec.org/wp-content/uploads/2018/09/Vanuatu-Climate-Change-2.pdf

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-202516 GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-202516

In Cambodia, the EU SWITCH-Asia fundedproject focused on sustainable energy practicesin the garment industry will seek opportunitiesto translate improvements in energymanagement in factories into health and safetyimprovements for factory workers, the largemajority of whom are women.

The Eastern Caribbean GreenEntrepreneurship Initiative aim to enhanceeconomic resilience and support climatechangemitigation efforts through enabling jobcreation, green enterprises and facilitateeconomic empowerment through access tofinance. This initiative will create over 6,000green jobs and improve livelihoods for over12,000 households in the region.

achieve economic transformation. Additionally,environmentally sound production methods inindustry can significantly reduce environmentaldegradation (i.e., green industries can deliverenvironmental goods and services).


The GGGI vision and objective and encapsulateworking towards green growth through achievingpoverty eradication, social inclusion, environmentalsustainability, and economic growth through theProgrammatic Solutions. Tomainstream genderequality, poverty eradication, and social inclusionconsiderations in these areas, GGGI is committed inthe period delineated by the Strategy to takeincremental and progressive steps towardsimproving the capacity of GGGI staff and partnersto promote and implement:

• Meaningful participation: GGGI will recognizelocal communities, including women and girls, asactive agents of change with important voicesand roles to play in decision-making, sustainabledevelopment processes, economic growth, andnatural resource management. GGGI willpromote the strengthening of women’s agencyand voice in decision-making and economicparticipation to achieve sustainable greengrowth. GGGI will also supportMembers toleverage the SDG agenda and partnerships withthe private sector actors.

• Gender and social analysis/assessments forpolicy, investment and finance interventions:Systematically assess the potential for socioeconomic co-benefits and alignment withnational SDGs, including green, decentemployment, health and adaptation tosimultaneously address green COVID-19recovery and climate resilience priorities and payattention that the proposed actions will notreinforce existing forms of inequalities.Assessments will take into account the specificrights, needs, and concerns and ways thatwomen, men, boys and girls, including the poorand disadvantaged, are impacted throughinclusive green growth strategies and contributeto the innovations necessary to achieve inclusivegreen growth outcomes. In conflict pronecountries and regions, special care will be takento understand the underlying dynamics ofconflict to mitigate risks of doing harm andcontributing to lasting peace. This includesunderstanding how conflict impact men andwomen differently;

• Mainstream gender and inclusion in greenfinancial instruments: GGGI will support theintegration of gender inclusion and povertyconsiderations in financial instruments such asnational financing vehicles, sustainability andgreen bonds frameworks and guidelines, green

finance policy regulation, among others.

• Advance bankable projects that create decentgreen jobs and promote livelihoods forunderserviced communities and access toservices: GGGI will advance opportunities thatdirectly benefit low-income, underrepresented,and vulnerable communities. These includeinitiatives that contribute towards creation ofgreen jobs; increase resilience for smallholderfarmers and increase productivity; access tocredit and assets; leadership opportunitiesespecially for women and youth; improvewomen’s use of agricultural inputs and supportempowerment programs that enhance skillsbuilding especially for women, youth, andindigenous peoples. Strategies will be built on anunderstanding for strategic needs of women alsoin regard to their roles in unpaid and paid work inthe informal sector, the formal sector and theprivate sector;

• Use of sex-disaggregated data and indicators:GGGI projects will be informed by sexdisaggregated and gender data analysis,intervention design and results management toenhance the impact, monitoring, evaluation, andlearning. GGGI will support in providing tailormade gender equality and social inclusiontraining to Government line ministries anddepartments, academia, and researchinstitutions, CSO’s and NGO’s and private sector.

• Environmental and social safeguards risk (ESS)identification andmanagement: GGGI willensure the systematically assessment of ESSrisks throughout the project cycle managementaligned with GGGI’s Sustainability andSafeguards Framework, which is built oninternationally recognized standards.

• Knowledge generation :GGGI will implement itsresults-basedmanagement framework designedto generate lessons and knowledge also in thearea of poverty eradication, gender equality andsocial inclusion in order to contribute to theglobal Community of Practice for inclusive greengrowth. GGGI will also invest in staying up todate on the developments in the areas ofrelevance to the achievement of inclusion ingreen growth.

Strategic Entry Points to GGGI Programmatic Solutions


VI. The Architecture for Poverty Eradication,Gender Equality, and Social Inclusion

GGGI’s operational framework process flow ispresented below, showing how its Strategy 2030,Country Planning Frameworks (CPF)s,WorkProgram and Budget (WPB), project design,

implementation, monitoring and evaluation (M&E),and results reporting are causally linked andinterconnected.

PCM4

WORKPROGRAM&BUDGET (WPB) - 2 yearly

CountryBudget Envelopes

PROJECTRESULTS(Logframe)

PROJECTBUDGETS

Impacts

Often=6 StrategicOutcomes

Outcomes

Staff costs

OutputsNon-staff costsGGGIOnline ERP (visible in

GGGIOnline)

ERPPeople Plannerusedto assign staff (GGPI&IPSD) to projects andestimate staff costs.Required for timesheetstowork.

ERPPeople Plannerusedto estimate total projectcosts, including staff andnon-staff parts

CountryBusinessPlans (CBPs)

GlobalBusinessPlans (GBPs)Budgets operationalised in ERP in2 forms:

Core$ EM$

Total estimated budget envelope for2 years for each country, comprised of:

Process for developing andapprovingCORE funded projects

Process formanaging,monitoring, changingand closing projects

Process for:• Corporate Results Reporting• Evaluation

Note:• PCM1covers everything in the Strategic

Planning andOperational Planning levels• PCM2-4managed viaGGGIOnline

Output examples:• National / subnational

GGplans• NDC Implementation

strategies

Outcome examples:• Plans adopted

Output examples:• Thematic / sector specific

policies or regulationsor programs

Outcome examples:• Policies / programs adopted

Output examples:• Bankable project preparation• National financing vehicles• Risk reducing instruments

Outcome examples:• Investor commitmentmobilized

Process for developing and submittingproposals for EM funded projects

indicative list of projects,budgets and EM funding sources/

donors per country

Strategic solution-focusedProgramswith ongoing and newprojects inGGGI countries

ProgramManagement budgets(not allocated to projects yet) Active Project budgets

EM$ includesactual and

expected funds

STRATEGICPLANNING

OPERATIONALPLANNING

PROJECTMANAGEMENTCYCLE (PCM

PROJECTRESULTS&BUDGETS

TYPESOFPROJECTACTIVITIES

COREFUNDING

EARMARKED(EM) FUNDING

GGGIStrategy2030

Framework forGGGI'sOperations

COUNTRYPLANNINGFRAMEWORKS (CPF) - 5 yearly

5-YearRoadmap2021-2025

CorporateResultsFramework (CRF)

PCM3

PCM4

PCM2

PLANNING POLICY FINANCING&IMPLEMENTATION

IMPACT(6 StrategicOutcomes)

GGGIValueChain


Country Planning Frameworks (CPF)

Translating GGGI’s Strategy 2030 into action, thefive-year Country Planning Frameworks (CPF)define the strategic and programmatic prioritiesand actions for GGGI’s interventions at the countrylevel. Gender and Social Inclusion considerationsare to be imbedded in the diagnostics and potentialassessment of the CPFs and incorporated asindicators in defined impact pathways. GGGI’sgender ambitions inMember Countries’ CPFsshould mirror the gender policies in their nationaldevelopment plans and national gender policies andstrategies with inputs from the departmentresponsible for gender and women in development.

Work Program and Budget (WPB)

TheWPB starting withWPB 2021-2022, includeCountry Business Plans (CBPs) and core budgetenvelopes. The Strategy 2030 and its five-yearRoadmap, together with the CPF, will drive andshape the CBP andWPB programmatic solutionsand project priorities and its resourcing, includingthe cross-cutting focus on gender, poverty, andsocial inclusion under Global Operational Priority 5.The budgeting process will allocate core resourcesto addressing gender and poverty at country level.The Gender and Social Inclusion Action Plan will beupdated biennially on the same cycle as theWPBs.

Project CycleManagement and Gender andPovertyMarkers

GGGI applies gender equality and poverty markerson all projects designed in PCM2 and PCM3,ensuring that these elements are considered in thedesign, implementation and reporting of bothearmarked and core financed projects. The processincludes the application of a Preliminary Genderand Social Analysis and Environmental and SocialSafeguard Screening tool to help identify andmanage risks and opportunities in projectinterventions from the outset of design. However,these are still basic levels of interventions which will

eventually be supplemented by the next stepconsisting of customized gender tools and systemsthat will ensure themandatory inclusion of povertyand gender design features in qualifying projects,the setting of targets, monitoring of implementationof poverty and gender aspects and the reporting ofresults. This step will be accompanied by thecustomized gender training of programming staff tosupport the implementation of the gender strategyat the operations level. The operations levelrepresented by PCMs 2, 3, and 4 will be the point ofdifference in GGGI’s contribution to gender andsocial inclusion in green growth.

PROJECTCYCLEMANAGEMENT

PROGRAMMING

PROJECTDEVELOPMENT

IMPLEMENTATION

MONITORING&EVALUATION

RESOURCEMOBILIZATION

GGGIREFRESHEDSTRATEGICPLAN

OPPORTUNITYIDENTIFICATION

PROJECTMANAGEMENT

EVALUATION&AUDITREPORTS

EVALUATIONOFPROJECTRESULTS&IMPACT

BUSINESSDEVELOPMENT

COUNTRYPLANNINGFRAMEWORKS

CONCEPTNOTE

COUNTRYBUSINESSPLANS

FULLPROPOSAL

PROJECTAGREEMENT

1PCMPART

2PCMPART

3PCMPART

4PCMPART

5PCMPART


GGGI Gender Equality and Poverty PolicyMarkersxxxviii

GGGI has developed the Gender and PovertyMarkers to provide ameasure for itsinvestments in support of gender equality andpoverty eradication. The GenderMarker isbased on theOECD-DACGender EqualityPolicyMarker1 used byOECDmembers. ThePovertyMarker is an add-on created by GGGI.TheMarkers when applied to individualprojects will generate an overview of:

• The proportion of GGGI’s projects that gotowards achieving gender equality, women’sempowerment and/or poverty eradication

• The thematic areas where gender equalityand poverty eradication are prioritized

• The country programswhere genderequality and poverty eradication areprioritized

• The investments where gender equality andpoverty eradication are prioritized

Review,Monitoring, Evaluation and Reporting

Amid-term review of the gender strategy will beconducted in 2023, after its adoption, to assessimplementation experience and overall impacts. Inthis connection, a management discussion papersummarizing the results will be prepared and willinclude recommendations for improvements andadjustments to the strategy if necessary.Meanwhile, an interim report on the status ofimplementation and progress will also be preparedfor submission to management at end ofWPB2021-2022. At the end of 5 years, an overallevaluation of the gender strategy will be conductedto assess the success of its implementation and theachievement of its goals with lessons learned forthe future.

At the operational level, currently projects aredeveloped and uploaded in GGGIOnline and eachhave a log-frame that is tagged with the genderequality andmarker if they qualify in contributing tothe achievement of GGGI’s gender goals andperformance targets in the CRF 2021-2025. Thesequalifying projects are tracked and reported inGGGIOnline against the gender outcome andoutput indicators in the CRF through the regularmonthly monitoring reports, quarterly reviewreports and End of Year (EoY) Results Reports. Themonitoring of projects is done under PCM4 andthe reporting of results is done under PCM5. CAIDwill work closely with country teams and theStrategy Unit to ensure the effective monitoringand reporting of gender activities, results, andimpacts

GGGI also periodically undertakes evaluations of itscountry programs (known as impact pathwayreviews) through its Impact & Evaluation Unit (IEU).Moving forward, IEUwill work closely with CAIDand country teams to strengthen the gender andsocial inclusion aspects of these evaluations. Part ofthe improvements sought includes moving to a

situation where impact estimates can beconsistently disaggregated by gender and othersocial inclusion categories to the extent practicable.

At the end of the Strategy in 2025, GGGI’s Impactand Evaluation Unit (IEU) will commission andimplement an overall independent evaluation of thestrategy to assess the success of its implementationand the achievement of its goals with lessonslearned for the future. This independent evaluationwill be commissioned, based on available resources,as a key part of the mid-term independentevaluation of GGGI’s overall Strategy 2030 in 2025or as a standalone evaluation to be conducted in2024 in preparation for the next 5-year genderstrategy.

Annual reports will be prepared by the Gender andSocial Inclusion Community of Practice under theCAIDGlobal Practice. CAIDwill engage withMembers of theMPSC on gender and socialinclusion regularly and as needed. The issuemay beincluded on the Council Agenda as part of AnnualReporting or as a stand-alone issue on a needs andrequest basis.

Corporate Results Framework

The CRF 2021-2025 now includes genderoutcomes and output indicators for reportingGGGI’s achievements and impacts on gender.Presently, the intention of the current indicators isto track and report on the number of women thatbenefit fromGGGI’s projects and the number ofprojects that have a gender design feature. TheseCRF indicators presently do not have performancetargets which will be included later onceappropriate gender baselines are developed.Reporting will require the collection of appropriatesex disaggregated data and this will be achievedthrough the development gender capacity forprogrammatic staff and the development ofappropriate tools for including gender design


Green Growth impacts and Strategic Outcome Estimates

GGGI has taken significant steps in its Strategy 2030 tomeasure Strategic Outcomes (SO) and targets for2021-2030 using a newGGGI SO Technical Guideline.

Onmeasuring social outcomes, GGGI is makingincremental steps, and from theWBP 2021-2022onwards, the Corporate Results Framework 2021-2025 includes indicators to quantify the number ofpeople, disaggregated by sex, benefitting fromsocially inclusive programs, particularly linked todecent green jobs creation (SO2), access to services(SO3) and enhanced adaptation (SO6). The SO

impact estimation and targets is a first attempt, butwhich needs to be constantly revised and improvedover time.With enhanced capacity for gender andsocial inclusion, it is envisioned that the number ofprojects incorporating gender and poverty to asignificant and principal degree will increase, withmore sophisticatedmethodologies for impactmeasurements being in place.

Internal OperationsAs GGGI works to mainstream gender equality andsocial inclusion in its programs and projects, it willalso commit to address these concerns in theinternal operations of GGGI. The Strategy is firmlyembedded in GGGI’s five core values aspiring toshape the organization’s culture and inspireemployees to work together towards GGGI’scommon goals and purpose. Those core values areTransformational, Boldness, Excellence, Inclusive,and Integrity. These values are integrated in GGGI’sAccountability Framework, which houses theorganization’s policies for good governance ofprograms and operations, including this Strategy. Assuch this Strategy confirms GGGI’s commitment toinclusion as a principle of both external and internaloperations as expressed in GGGI Legal Framework,including GGGI’s Rules on Sustainability andSafeguards, GGGI’s Staff Regulations and Rules,

Rules on Child Protection, Rules on Prevention ofSexual Exploitation, Abuse andHarassment, GGGI’sRespectfulWorkplace Policies, GGGI’s Rules onPrivate Sector, and GGGI Rules on Procurement.

Human Resources and inclusion

GGGI will strive to build an inclusive workforcethrough employee awareness, understanding, andengagement.

For recruitment, GGGI will continue to pay specialattention to diversity to ensure that men andwomen have equal access to positions in GGGI,including professional and executive appointments.Identification of niche and diverse sourcingchannels will be one of the priorities, along with thesimplification and use of gender-neutral text in the

Supply ofecosystemservices ensured

features in projects with action plans and reportingsystems and tools for implementing and reportinggender activities. The lack of gender trainingamongGGGI technical and programmatic staff is aserious constraint within GGGI to effectivelyimplement the gender strategy. The use of genderanalysis in project design, implementation, andreporting will require the building of capacitythrough the training of programmatic and technical

staff in gender skills. This effort will require thedeployment of both financial and human resources.The aim is that in five years, all country teams willhave the capacity to report numbers well usingimpact pathway framework and quantify impactsagainst howmany beneficiaries (sex disaggregated).

vacancy announcements. Important to bringattention to the flexible work arrangement,maternity, paternity, adoption leaves, and otherbenefits that are available, into the vacancyannouncements. Interviews and other selectionprocedures will always enquire if specialaccommodations are needed to allow for equalconditions. Interview panels are and will berequired to be diverse and gender balanced.

TalentManagement initiatives and programs willabide by the core GGGI value “Inclusive” and beinclusive of all levels of seniority, nationality, andgeographical location equally. GGGI will strive toprovide gender and social inclusion trainings to allstaff as necessary. In performancemanagement,systems and guidance will be put in place in acontinuous effort to raise bias awareness andensure equal treatment.

GGGI compiles andmonitors diversity data on dailybasis and benchmarks its target at 50:50 in genderbalance at both staff and executive levels andbalanced representation in race and nationality.

To promote gender equality in GGGI and addresssexual harassment and gender discrimination,GGGI will institute mandatory gender training toensure that all personnel have knowledge andunderstanding of GGGI’s gender equality strategyand policies.

Private Sector Engagement and Procurement

GGGI recognizes the important role of the privatesector in the acceleration of green growth andclimate action. In line with the GGGI Rules onPrivate Sector Engagement, GGGI engages with theprivate sector in a systematic and strategic way todeliver programmatic results, and outline thenecessary processes for developing, implementing,andmanaging engagements. This includesprocedures for formal due diligence prior toentering into a collaborative arrangement with anyprivate sector actor. The due diligence exercise willexamine whether a potential partner, among otherthings: matters related to corruption; fraud; taxevasion; human rights and environmental and socialsafeguards; and poses no undue risk to GGGI inrelation to activities in which GGGI is involved.GGGI will not partner with private sector entitiesthat systematically fail to demonstrate commitmentto meeting internationally recognized principles inthe areas of human rights, labor rights, theenvironment, and anti-corruption, and work incollaboration with stakeholders to identify entrypoints to maximize inclusive and gender responsiveoutcomes.

The Rules outline the procedure to ensure checksand balance of the due diligence procedure.Whilethe DueDiligence Screening Check Lists aredrafted by GGGI Country Team and Thematic Unitpersonnel, GGGI’s Legal Unit performs an onlineDow Jones Screening of potential partners, theSustainability and Safeguard Unit provides arecommendation for respective Division Head toapprove. The GGGIOnline System supports thearchiving of DueDiligence Documents for futurereference.

Engagement with suppliers and service providers iscovered under GGGI Procurement Rules, whichstipulate requirements for alignment with the UNSuppliers Code of Conduct and principles outlinedin Global Compact.

22 GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025

VII. Implementation, Accountability andOversight

TheDirector-General is responsible for the overalloversight mechanisms of the GGGI GenderEquality Strategy. Its operational implementationwill be guided by the accompanying Action Plan(Annex 1), which is the responsibility of all GGGIpersonnel.

TheClimate Action and Inclusive DevelopmentUnit (CAID) houses the Global Specialists onSustainability and Safeguards responsible forcoordinating for coordination of implementation,monitoring, and reporting of the Gender and SocialInclusion Action Plan at the program level. TheCAIDUnit will on a needs-basis and, upon request,present the implementation of the Strategy andAction Plan to theMPSC, Assembly and Council.TheOffice of Director General (ODG) and CAIDcollaboration ensures alignment with the GGGI2030 Strategy and Roadmap 2021-2021.

The Project CycleManagement Process (PCM)Leaders are responsible for the development andimplementation of procedures and guidelines foreach stage. These leaders are responsible to ensure

that Gender and Inclusion are incorporated into thePCM as per the developedManuals.

All GGGI Divisions and Regional Offices willappoint aGender and Social Inclusion FocalPoints that actively participates in thedissemination of knowledge, tools and lessonslearned.ACommunity of Practicewill beestablished for knowledge generation anddissemination on internal and external platforms,such as theGreen Growth Knowledge Platform(GGKP).

TheOperations and Enabling Division (OED) areresponsible for gender diversity and inclusion inGGGI Internal Operations.Within OED, the GGGILegal Unit are responsible for the consistency inGGGI’s Legal Framework and its alignment with thisstrategy.Head of Human Resources is responsibleto implement Rules and Policies related to thecreation of a respectful, diverse and inclusiveworkplace.

23GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025

VIII. Resources

Adequate financial and human resources will beallocated to successfully ensure that all staff adhereto, and are easily able to follow, the guidelines putforth in this strategy. This includes through theimplementation of continuous assessment andcapacity development among staff members, as wellas moving towards hiring staff that are alreadyfamiliar with gender and social inclusion in the fieldof green growth and climate action.

Improving gender mainstreaming in GGGI’sprograms, projects, and internal operations willrequire human and financial resources. GGGI willaccess targeted gender expertise as necessary.Gender equality and social inclusion will besystematically incorporated into GGGI projectdesign and funding where applicable and relevantfrom both core and earmarked funding sources inGGGI’s PCMprocesses for resource mobilizationand allocation.

24 GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025

Impact:GGGImoreeffectivelydeliversandmanages

impactsonpovertyeradication,genderequality,andsocial

inclusion

ImpactIndicators:

1.ImprovedapplicationofGGGIGenderEqualityandPoveryPolicyMarkers

2.Enhancedgenderbalancedininternaloperations

Outcomes/Actions

Indicators

Responsibility

Timing

Budgetestimates

Outcome1:GGGIstrategicfram

eworkforgenderandsocialinclusionimpactsenhanced

1.1

ApprovetheGender

andSocialInclusionStrategy

2021-2025

DirectorGeneral

January2021

Corefundingwillallowa

minimumoversightofGender

andPovertymarker

application,toolsdevelopment,

capacitybuildingand

knowledgegenerationand

dissemination.

Otheractivitieshavenocost

implicationsandwillbe

embeddedinexisting

mechanisms.

1.2

Monitorperiodically

theimplementationofthe

GenderandSocialInclusion

Strategy

Annualprogressreportto

management


embeddedinAnnual

ProgressReports

CAID(supportedbyODG/

Strategy)

2021-2022

1.3

UpdatetheGender

andSocialInclusionAction

Planbiannually

BiannualActionPlans

presentedwithWorkplan

andBudgets(WPB)

CAID(supportedbyODG/

Strategy)

Q42022

1.4

Ensuregenderand

socialinclusioninPCM

manualsandprocesses

PCMmanualsandprocesses

PMC1-5Leadswithsupport

fromCAID

2021-2025

1.5

Explicitlyinclude

assessmentofgenderand

socialinclusionactions/

resultsinIEU’scountry

program

evaluations(ie:

‘ImpactPathwayReviews’)

Numberofcountryprogram

evaluations(ie:‘Impact

PathwayReviews’)duringthe

bienniumthatinclude

descriptionsofgenderand

socialinclusionactions/results

IEUandCAID

2021-2022

Annex

GGGIGenderandSocialInclusionActionPlan2021–2022

IGGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025

Impact:G

GGImoreeffectively

delivers

andmanages

impacts

onpoverty

eradicatio

n,gen

derequality,an

dsocial

inclusion

Impact

Indicato

rs:1.Improved

applicationofGGGIGenderEquality

andPovery

Policy

Markers

2.Enhanced

genderbalan

cedinintern

aloperatio

ns

Outco

mes/Actio

ns

Indicato

rsResp

onsibility

Timing

Budget

estimates

Outco

me2:In

novative

approach

estogen

derandsocialin

clusionatproject

levelsadopted

2.1

Pilotinnovative

approach

esinselected

high

potentialp

rojects

Numberofprojects

selectedCAIDandproject

managers

2021-2022

Outco

me3:GGGIgen

derandsocialin

clusioncap

acityenhanced

3.1

Increase

knowledgeof

GGGIstaffan

dconsultan

tsongen

derandsocial

inclusion

Numberofan

nualtrain

ing

Percen

tageoftrain

ing

particip

antsthatfoundthe

trainingusefu

l

CAID

2021-2022

3.2

Dissem

inate

guidelin

es,manualsand

toolsforinclusive

greengro

wth

Manualsandtools

dissem

inated

tostaffan

dpartn

ersCAID

2021-2022

3.3

AppointGenderFocal

Points

3Regio

nalG

enderFocal

Pointsappointed

CAIDandGGPI

2021

Outco

me4:M

echanism

sforreso

urce

mobilizatio

nforGenderandSocialin

clusionstren

gthened

4.1

Incorporate

Gender

andSocialIn

clusioninto

resource

mobilizatio

nand

allocatio

nproced

ures

WPB,CPF,P

MC2andPCM3

manualsthatincorporate

genderandsocialin

clusion

areimplem

ented

PCM2andPCM3Lead

sand

CAID

2021-2022

4.2

ApplyGenderand

Poverty

Markers

toGGGI

projects

GenderandPoverty

markers

areapplied

inGGGIOnline

CAIDandProject

Managers,

PCM2,3,4Lead

2021-2022

GGGIGenderandSocialIn

clusionActio

nPlan

2021–2022

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025II

Impact:GGGImoreeffectivelydeliversandmanages

impactsonpovertyeradication,genderequality,andsocial

inclusion

ImpactIndicators:

1.ImprovedapplicationofGGGIGenderEqualityandPoveryPolicyMarkers

2.Enhancedgenderbalancedininternaloperations

Outcomes/Actions

Indicators

Responsibility

Timing

Budgetestimates

Outcome5:Knowledgeongenderandsocialinclusiongeneratedanddisseminated

5.1

Gen

derandSocial

InclusionCo

mmun

ityof

Prac�cemeetp

eriodically

3CO

Pshe

ldannu

ally

CAID

2021-2022

5.2

Generateand

disseminateknowledgeon


intoresourcemobilization

andallocationprocedures

Numberofpublications

specificallyaboutgenderand

socialinclusion

Numberofpublications

incorporatingknowledgeof

genderandsocialinclusion

CAIDandIPSD

HeadsofUnit

2021-2022

Outcome6:GenderbalanceGGGIInternalOperationsachieved

6.1

Continued

strengtheningofthe

Respectfulworkplace

framework

Respectfulworkplace

advisorsareoperational

HumanResources

2021-2022

6.2

Annualreportingon

genderanddiversityin

humanresources

Annualreportincludesdata

onworkplacegenderand

diversity

HumanResources

2021-2022

GGGIGenderandSocialInclusionActionPlan2021–2022

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025 III

EndNotes

iWorld Bank Group. “Voice and Agency - Empowering women and girls for shared prosperity”. World Bank. October 10, 2014. Accessed

onOctober 16, 2020. https://www.worldbank.org/content/dam/Worldbank/document/Gender/

ALTERNATE_VOICE_AGENCY_EXECUTIVE_SUMMARY_PRINTING.pdf

iiOECD, DACNetwork on Gender Equality. “Women’s Economic Empowerment - Issues paper”. OECD. April, 2011. Accessed onOctober

21, 2020. https://www.oecd.org/social/gender-development/47561694.pdf

iiiWorld Bank Group. “Voice and Agency - Empowering women and girls for shared prosperity”. World Bank. October 10, 2014. Accessed

onOctober 16, 2020. https://www.worldbank.org/content/dam/Worldbank/document/Gender/

ALTERNATE_VOICE_AGENCY_EXECUTIVE_SUMMARY_PRINTING.pdf

ivKishan Khoday andWalid Ali. “Climate Change and the Rise of Poverty”. United Nations Development Programme. December 19, 2018.

Accessed onOctober 7, 2020. https://www.undp.org/content/undp/en/home/blog/2018/Climate_Change_and_the_Rise_of_Poverty.html

vWorld Economic Forum. “Global Gender Gap Report 2020”. Last accessed onNovember 3, 2020. http://www3.weforum.org/docs/

WEF_GGGR_2020.pdf

viDugarova, Esuna. “Gender Equality as an Accelerator for Achieving the Sustainable Development Goals”. A discussion paper for

UNWOMEN andUNDP. 2019. Last accessed onNovember 3, 2020. http://www.undp.org/content/dam/undp/library/gender/

Gender_equality_as_an_accelerator_for_achieving_the_SDGs.pdf

viiUNDP. “COVID-19 andHumanDevelopment: Assessing the Crisis, Envisioning the Recovery. 2020. Accessed onNovember 2, 2020.

http://hdr.undp.org/en/hdp-covid

viii PedroOlinto, Kathleen Beegle, Carlos Sobrado, and Hiroki Uematsu. “The State of the Poor:Where Are The Poor,Where Is Extreme

Poverty Harder to End, andWhat Is the Current Profile of theWorld’s Poor?”. TheWorld Bank Poverty Reduction and Economic

Management Network (PREM). October 2013. Accessed onNovember 2, 2020. https://citeseerx.ist.psu.edu/viewdoc/

download?doi=10.1.1.405.4897&rep=rep1&type=pdf

ixGGGI Corporate Results FrameworkOutput 5.

x TheWorld Bank. “Poverty headcount ratio at $1.90 a day (2011 PPP) (% of population) - Middle East &North Africa”. World Bank,

Development Research Group. 2020. Accessed onOctober 27, 2020. https://data.worldbank.org/indicator/SI.POV.DDAY?locations=ZQ

xi Inter-Parliamentary Union. “Global and regional averages of women in national parliaments”. IPU Parline. October 1, 2020. Accessed on

October 27, 2020. https://data.ipu.org/women-averages.

xiiWorld Economic Forum. “Global Gender Gap Report 2020”.World Economic Forum. December, 2019. Accessed onOctober 27, 2020.

http://www3.weforum.org/docs/WEF_GGGR_2020.pdf

xiii TheWorld Bank. “Poverty headcount ratio at $1.90 a day (2011 PPP) (% of population) - Latin America & Caribbean”.World Bank,

Development Research Group. 2020. Accessed onOctober 27, 2020. https://data.worldbank.org/indicator/SI.POV.DDAY?locations=ZJ

xivWorld Data Lab. “World Poverty Clock.”World Data Lab. May, 2020. Accessed onOctober 27, 2020. https://worldpoverty.io/map

xvWorld Economic Forum. “Global Gender Gap Report 2020”.World Economic Forum. December, 2019. Accessed onOctober 27, 2020.


xvi Inter-Parliamentary Union. “Global and regional averages of women in national parliaments”. IPU Parline. October 1, 2020. Accessed on


xvii TheWorld Bank. “Poverty headcount ratio at $1.90 a day (2011 PPP) (% of population) - Sub-Saharan Africa”. World Bank,

Development Research Group. 2020. Accessed onOctober 27, 2020. https://data.worldbank.org/indicator/SI.POV.DDAY?locations=ZG

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025IV

https://www.worldbank.org/content/dam/Worldbank/document/Gender/ALTERNATE_VOICE_AGENCY_EXECUTIVE_SUMMARY_PRINTING.pdf


https://www.oecd.org/social/gender-development/47561694.pdf



https://www.undp.org/content/undp/en/home/blog/2018/Climate_Change_and_the_Rise_of_Poverty.html



http://www.undp.org/content/dam/undp/library/gender/Gender_equality_as_an_accelerator_for_achieving_the_SDGs.pdf

http://www.undp.org/content/dam/undp/library/gender/Gender_equality_as_an_accelerator_for_achieving_the_SDGs.pdf

http://hdr.undp.org/en/hdp-covid

https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.405.4897&rep=rep1&type=pdf

https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.405.4897&rep=rep1&type=pdf

https://data.worldbank.org/indicator/SI.POV.DDAY?locations=ZQ

https://data.ipu.org/women-averages


https://data.worldbank.org/indicator/SI.POV.DDAY?locations=ZJ

https://worldpoverty.io/map



https://data.worldbank.org/indicator/SI.POV.DDAY?locations=ZG

xviiiWorld Economic Forum. “Global Gender Gap Report 2020”.World Economic Forum. December, 2019. Accessed onOctober 27, 2020.


xix Inter-Parliamentary Union. “Global and regional averages of women in national parliaments”. IPU Parline. October 1, 2020. Accessed on


xx Poh LynnNg and Shuvojit Banerjee. “Why Can’t Dynamic Asia-Pacific Beat Poverty?”. UNESCAP. July 2019. Accessed onOctober 29,

2020. https://www.unescap.org/blog/why-cant-dynamic-asia-pacific-beat-poverty#

xxiWorld Economic Forum. “Global Gender Gap Report 2020”.World Economic Forum. December, 2019. Accessed onOctober 27, 2020.


xxii Inter-Parliamentary Union. “Global and regional averages of women in national parliaments”. IPU Parline. October 1, 2020. Accessed

onOctober 27, 2020. https://data.ipu.org/women-averages.

xxiii Lewis, Sian. “Informality and inclusive green growth - Evidence from ‘The biggest private sector’ event. International Institute for

Environment and Development (IIED). February 25, 2016. Accessed on September 22, 2020. https://www.greengrowthknowledge.org/

sites/default/files/downloads/resource/IIED_informality_inclusive_green_growth.pdf

xxivGGGI, IIED, GEC. “Pro-poor, Inclusive Green Growth: Experience and a NewAgenda”. 2016. Last accessed onNovember 3, 2020.

https://gggi.org/site/assets/uploads/2017/11/2016-05-Pro-Poor-Inclusive-Green-Growth.pdf

xxvWorld Health Organization. “Personal interventions and risk communication on air pollution”World Health Organization. September 4,

2020. AccessedOctober 12, 2020. https://www.who.int/publications-detail-redirect/9789240000278

xxviWorld Bank and Institute for HealthMetrics and Evaluation. “The Cost of Air Pollution: Strengthening the Economic Case for Action”.

World Bank Group. 2016. Accessed onOctober 12, 2020. http://documents1.worldbank.org/curated/en/781521473177013155/pdf/

108141-REVISED-Cost-of-PollutionWebCORRECTEDfile.pdf

xxviiGlobal Findex Database, http://datawrapper.dwcdn.net/kNGQG/3/.

xxviiiWorld Bank Group, 2020.Women, Business and the Law 2020.

xxixUNDP, Gender and climate finance policy brief, 2013.

xxxADB, Gender & Climate Finance: Effective. Efficient. Equitable: making climate finance work for women.

xxxiWomen’sWorld Banking, 2018. The time is right for gender-lens investing, what is holding us back? https://

www.womensworldbanking.org/insights-and-impact/the-time-is-right-for-gender-lens-investing-what-is-holding-us-back.

xxxii FAO, State of Food and Agriculture Report

xxxiii Ibid

xxxiv FAO, http://www.fao.org/3/a-i3940e.pdf

xxxv IFAD, 2020. https://www.ifad.org/documents/38714170/40264252/climate_sun.pdf/15655fe0-d06f-434e-b4ea-df9017c93ef2

xxxvi FAO, 2020. Climate Smart Forestry http://www.fao.org/climate-smart-agriculture-sourcebook/production-resources/module-b3-

forestry/b3-overview/en/?type=111

xxxviiUNForum on Forests, 2019. https://www.un.org/esa/forests/wp-content/uploads/2019/04/UNFF14-BkgdStudy-SDG8-

March2019.pdf

xxxviiiGGGI. “GGGI Gender and PovertyMarkers Guideline. Tracking Investments in Gender Equality and Poverty Eradication through the

GGGI Program.” November 2018.

GGGI GENDER EQUALITY AND SOCIAL INCLUSION STRATEGY 2021-2025 V



https://www.unescap.org/blog/why-cant-dynamic-asia-pacific-beat-poverty#



https://www.greengrowthknowledge.org/sites/default/files/downloads/resource/IIED_informality_inclusive_green_growth.pdf

https://www.greengrowthknowledge.org/sites/default/files/downloads/resource/IIED_informality_inclusive_green_growth.pdf

https://gggi.org/site/assets/uploads/2017/11/2016-05-Pro-Poor-Inclusive-Green-Growth.pdf

https://www.who.int/publications-detail-redirect/9789240000278

http://documents1.worldbank.org/curated/en/781521473177013155/pdf/108141-REVISED-Cost-of-PollutionWebCORRECTEDfile.pdf



http://datawrapper.dwcdn.net/kNGQG/3/

https://www.womensworldbanking.org/insights-and-impact/the-time-is-right-for-gender-lens-investing-what-is-holding-us-back

https://www.womensworldbanking.org/insights-and-impact/the-time-is-right-for-gender-lens-investing-what-is-holding-us-back

http://www.fao.org/3/a-i3940e.pdf

https://www.ifad.org/documents/38714170/40264252/climate_sun.pdf/15655fe0-d06f-434e-b4ea-df9017c93ef2

http://www.fao.org/climate-smart-agriculture-sourcebook/production-resources/module-b3-forestry/b3-overview/en/?type=111



https://www.un.org/esa/forests/wp-content/uploads/2019/04/UNFF14-BkgdStudy-SDG8-March2019.pdf

https://www.un.org/esa/forests/wp-content/uploads/2019/04/UNFF14-BkgdStudy-SDG8-March2019.pdf

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