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    <title>South Asia Economic Update April 2026</title>
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    <wn_title>South Asia Economic Update April 2026</wn_title>
    <wn_desc> The World Bank’s latest economic outlook explores growth prospects for South Asia and provides analysis on how the region can benefit from the green energy transition.</wn_desc>
    <master_recent_date>2027-04-08T23:00:00Z</master_recent_date>
    <short_description>South Asia’s growth is expected to slow in 2026 amid headwinds from global energy market dislocation. Trade reforms could unlock further growth by reducing trade barriers, especially for emerging export sectors.</short_description>
    <desc> The World Bank’s latest economic outlook explores growth prospects for South Asia and provides analysis on how the region can benefit from the green energy transition.</desc>
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    <title>South Asia's Growth Slows Amid Global Headwinds</title>
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    <url>http://www.worldbank.org/en/news/press-release/2026/04/08/south-asia-economic-update-april-2026</url>
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    <wn_title>South Asia's Growth Slows Amid Global Headwinds</wn_title>
    <wn_desc><![CDATA[Region needs reforms to create enough jobs, accelerate growth WASHINGTON, April 8, 2026—Growth in South Asia is expected to slow to 6.3% in 2026—from 7% in 2025—due to disruptions in global energy markets, says the World Bank Group in its twice-a-year regional outlook. Released today, the latest South Asia Economic Update, Working with Industrial Policy, projects growth to recover to 6.9% in 2027. The report says, despite the near-term slowdown, South Asia continues to grow faster than other emerging-market and developing economies. The growth outlook is driven primarily by India’s performance, underpinned by robust domestic demand as well as tariff cuts and recent trade agreements, including the free trade agreement with the European Union. Given the region’s reliance on imported energy, South Asia’s outlook is vulnerable to spillovers from the current conflict in the Middle East and is exceptionally uncertain. A prompt resolution would lift growth prospects, while further dislocation in global energy markets could raise inflation, necessitate monetary policy tightening, and dampen remittances. In addition, global financial turbulence, climate shocks such as the recent Cyclone Ditwah in Sri Lanka, and the impact of AI adoption on service exports could pose further downside risks. The region also needs to accelerate job creation for its expanding workforce. “Despite a challenging global environment, South Asia’s growth prospects remain strong,” said Johannes Zutt, World Bank Vice President for South Asia. “Countries need to implement critical policy reforms to sustain growth, create jobs, and increase resilience to shocks. Cross-cutting policies to improve public infrastructure, remove trade barriers, foster business-enabling environments, and mobilize private capital can diversify sources of growth and also create the jobs that are needed to reduce poverty and share prosperity.” The report also includes an in-depth analysis on industrial policy—the range of policy tools governments are using to shape what an economy produces, rather than leaving it to markets alone. Governments around the world are increasingly using industrial policy, and in South Asia industrial policies are implemented at roughly twice the rate of other emerging economies. South Asia directs about half of its industrial policy to the manufacturing sector, targeting activities with more employment, higher wages, or larger or more productive firms than in other sectors. But the bigger driver of new jobs outside agriculture has been the services sector, which has rarely been the target of industrial policies. Industrial policy measures have delivered mixed results in South Asia. Import-restricting policies, for instance, were associated with significant declines in imports, but export-promoting measures were not associated with significant increases in exports. “South Asia's mixed success on industrial policy in part reflects the region’s limited implementation capacity, fiscal space, and market size in some countries,” said Franziska Ohnsorge, World Bank Group Chief Economist for South Asia. “While broad-based reforms remain the priority, well-calibrated industrial policies could address specific market failures, including through measures such as industrial parks, skill development programs, market access assistance, and improving export quality standards.” The report recommends implementing carefully designed policy measures in sectors such as urban development, tourism and digital services, alongside broad-based improvements in the underlying business environment, regulatory predictability, and state capacity—all of which are critical for job creation. The World Bank’s country development updates for&nbsp;Bangladesh&nbsp;and&nbsp;Nepal&nbsp;were also released today.]]></wn_desc>
    <master_recent_date>2026-04-08T14:00:00Z</master_recent_date>
    <short_description>WASHINGTON, Apr. 8, 2026—Growth in South Asia is expected to slow to 6.3% in 2026—from 7% in 2025—due to disruptions in global energy markets, says the World Bank Group in its twice-a-year regional outlook.</short_description>
    <desc><![CDATA[Region needs reforms to create enough jobs, accelerate growth WASHINGTON, April 8, 2026—Growth in South Asia is expected to slow to 6.3% in 2026—from 7% in 2025—due to disruptions in global energy markets, says the World Bank Group in its twice-a-year regional outlook. Released today, the latest South Asia Economic Update, Working with Industrial Policy, projects growth to recover to 6.9% in 2027. The report says, despite the near-term slowdown, South Asia continues to grow faster than other emerging-market and developing economies. The growth outlook is driven primarily by India’s performance, underpinned by robust domestic demand as well as tariff cuts and recent trade agreements, including the free trade agreement with the European Union. Given the region’s reliance on imported energy, South Asia’s outlook is vulnerable to spillovers from the current conflict in the Middle East and is exceptionally uncertain. A prompt resolution would lift growth prospects, while further dislocation in global energy markets could raise inflation, necessitate monetary policy tightening, and dampen remittances. In addition, global financial turbulence, climate shocks such as the recent Cyclone Ditwah in Sri Lanka, and the impact of AI adoption on service exports could pose further downside risks. The region also needs to accelerate job creation for its expanding workforce. “Despite a challenging global environment, South Asia’s growth prospects remain strong,” said Johannes Zutt, World Bank Vice President for South Asia. “Countries need to implement critical policy reforms to sustain growth, create jobs, and increase resilience to shocks. Cross-cutting policies to improve public infrastructure, remove trade barriers, foster business-enabling environments, and mobilize private capital can diversify sources of growth and also create the jobs that are needed to reduce poverty and share prosperity.” The report also includes an in-depth analysis on industrial policy—the range of policy tools governments are using to shape what an economy produces, rather than leaving it to markets alone. Governments around the world are increasingly using industrial policy, and in South Asia industrial policies are implemented at roughly twice the rate of other emerging economies. South Asia directs about half of its industrial policy to the manufacturing sector, targeting activities with more employment, higher wages, or larger or more productive firms than in other sectors. But the bigger driver of new jobs outside agriculture has been the services sector, which has rarely been the target of industrial policies. Industrial policy measures have delivered mixed results in South Asia. Import-restricting policies, for instance, were associated with significant declines in imports, but export-promoting measures were not associated with significant increases in exports. “South Asia's mixed success on industrial policy in part reflects the region’s limited implementation capacity, fiscal space, and market size in some countries,” said Franziska Ohnsorge, World Bank Group Chief Economist for South Asia. “While broad-based reforms remain the priority, well-calibrated industrial policies could address specific market failures, including through measures such as industrial parks, skill development programs, market access assistance, and improving export quality standards.” The report recommends implementing carefully designed policy measures in sectors such as urban development, tourism and digital services, alongside broad-based improvements in the underlying business environment, regulatory predictability, and state capacity—all of which are critical for job creation. The World Bank’s country development updates for&nbsp;Bangladesh&nbsp;and&nbsp;Nepal&nbsp;were also released today.]]></desc>
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    <title>Conflict Hits MENAAP Economies, Underscoring Need for Action to Boost Resilience, Create Jobs</title>
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    <url>http://www.worldbank.org/en/news/press-release/2026/04/08/conflict-hits-menaap-economies-underscoring-need-for-action-to-boost-resilience-create-jobs</url>
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    <wn_title>Conflict Hits MENAAP Economies, Underscoring Need for Action to Boost Resilience, Create Jobs</wn_title>
    <wn_desc> WASHINGTON, Apr. 8, 2026 — The latest conflict in the Middle East has taken a serious and immediate economic toll on countries in the surrounding region. The closure of the Strait of Hormuz and destruction of energy and public infrastructure have disrupted markets, increased financial volatility, and weakened the 2026 growth outlook, according to the latest edition of the World Bank Group’s Economic Update for the Middle East, North Africa, Afghanistan and Pakistan (MENAAP). This conflict comes as an additional shock to a region already suffering from low productivity growth, limited private sector dynamism and persistent labor market challenges – underscoring the urgent need to strengthen governance and macroeconomic fundamentals and take action to boost long-term job creation and resilience. Excluding Iran, overall growth in the region is expected to slow from 4.0% in 2025 to 1.8% for 2026. This forecast stands 2.4 percentage points below the World Bank Group’s January projections. The decline is concentrated in Gulf Cooperation Council economies and Iraq, which are heavily affected by the conflict. Growth in the GCC has been downgraded by 3.1 percentage points since January and is now projected to slow from 4.4% in 2025 to 1.3% in 2026. Risks are tilted to the downside. In the event of a prolonged conflict, the current impacts on the region will be compounded–through elevated energy and food prices, declining trade, tourism and remittances, increased fiscal pressures, and displacement. "The current crisis is a stark reminder of the work ahead for the region: not only to weather shocks, but to rebuild more resilient economies with stronger macroeconomic fundamentals, innovate and improve governance, invest in infrastructure, and boost employment-creating sectors," said Ousmane Dione, World Bank Vice President for the Middle East, North Africa, Afghanistan and Pakistan. "Peace and stability are preconditions for the region’s durable development. With peace and the right action, countries can build the institutions, capabilities and competitive sectors that create opportunities for people." With this long-term vision in mind, the report takes a close look at the region’s potential for industrial policy – government actions to increase strategic business activity as a driver of economic growth and job creation. In the Middle East, North Africa, Afghanistan and Pakistan, the central question is whether such policy is being used in ways that are feasible, accountable, and aligned with countries’ constraints and development goals. Governments in the region have adopted industrial policy at a high rate in the last decade, often through sovereign wealth funds and state-owned enterprises, but the results have been mixed. The report highlights the critical need for strong institutions and careful targeting of policies. "As countries face the heavy toll of the present conflict, it is important to also not lose sight of the work needed for long-lasting peace and prosperity," said Roberta Gatti, World Bank Group Chief Economist for the Middle East, North Africa, Afghanistan and Pakistan.</wn_desc>
    <master_recent_date>2026-04-08T09:00:00Z</master_recent_date>
    <short_description>The latest conflict in the Middle East has taken a serious and immediate economic toll on countries in the surrounding region. The closure of the Strait of Hormuz and destruction of energy and public infrastructure have disrupted markets, increased financial volatility, and weakened the 2026 growth outlook, according to the latest edition of the World Bank Group’s Economic Update for the Middle East, North Africa, Afghanistan and Pakistan (MENAAP).</short_description>
    <desc> WASHINGTON, Apr. 8, 2026 — The latest conflict in the Middle East has taken a serious and immediate economic toll on countries in the surrounding region. The closure of the Strait of Hormuz and destruction of energy and public infrastructure have disrupted markets, increased financial volatility, and weakened the 2026 growth outlook, according to the latest edition of the World Bank Group’s Economic Update for the Middle East, North Africa, Afghanistan and Pakistan (MENAAP). This conflict comes as an additional shock to a region already suffering from low productivity growth, limited private sector dynamism and persistent labor market challenges – underscoring the urgent need to strengthen governance and macroeconomic fundamentals and take action to boost long-term job creation and resilience. Excluding Iran, overall growth in the region is expected to slow from 4.0% in 2025 to 1.8% for 2026. This forecast stands 2.4 percentage points below the World Bank Group’s January projections. The decline is concentrated in Gulf Cooperation Council economies and Iraq, which are heavily affected by the conflict. Growth in the GCC has been downgraded by 3.1 percentage points since January and is now projected to slow from 4.4% in 2025 to 1.3% in 2026. Risks are tilted to the downside. In the event of a prolonged conflict, the current impacts on the region will be compounded–through elevated energy and food prices, declining trade, tourism and remittances, increased fiscal pressures, and displacement. "The current crisis is a stark reminder of the work ahead for the region: not only to weather shocks, but to rebuild more resilient economies with stronger macroeconomic fundamentals, innovate and improve governance, invest in infrastructure, and boost employment-creating sectors," said Ousmane Dione, World Bank Vice President for the Middle East, North Africa, Afghanistan and Pakistan. "Peace and stability are preconditions for the region’s durable development. With peace and the right action, countries can build the institutions, capabilities and competitive sectors that create opportunities for people." With this long-term vision in mind, the report takes a close look at the region’s potential for industrial policy – government actions to increase strategic business activity as a driver of economic growth and job creation. In the Middle East, North Africa, Afghanistan and Pakistan, the central question is whether such policy is being used in ways that are feasible, accountable, and aligned with countries’ constraints and development goals. Governments in the region have adopted industrial policy at a high rate in the last decade, often through sovereign wealth funds and state-owned enterprises, but the results have been mixed. The report highlights the critical need for strong institutions and careful targeting of policies. "As countries face the heavy toll of the present conflict, it is important to also not lose sight of the work needed for long-lasting peace and prosperity," said Roberta Gatti, World Bank Group Chief Economist for the Middle East, North Africa, Afghanistan and Pakistan.</desc>
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    <title>MENAAP Economic Update April 2026</title>
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    <url>http://www.worldbank.org/en/region/mena/publication/middle-east-north-africa-afghanistan-and-pakistan-economic-update</url>
    <lang>English</lang>
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    <wn_title>MENAAP Economic Update April 2026</wn_title>
    <wn_desc><![CDATA[Afghanistan |&nbsp;Algeria&nbsp;|&nbsp;Bahrain&nbsp;|&nbsp;Djibouti&nbsp;|&nbsp;Egypt&nbsp;|&nbsp;Iran&nbsp;|&nbsp;Iraq&nbsp;|&nbsp;Jordan&nbsp;|&nbsp;Kuwait&nbsp;|&nbsp;Lebanon&nbsp;|&nbsp;Libya&nbsp;|&nbsp;Morocco&nbsp;|&nbsp;Oman&nbsp;| Pakistan |&nbsp;Palestinian Territories&nbsp;|&nbsp;Qatar&nbsp;|&nbsp;Saudi Arabia&nbsp;|&nbsp;Syria&nbsp;|&nbsp;Tunisia&nbsp;|&nbsp;United Arab Emirates&nbsp;|&nbsp;Yemen]]></wn_desc>
    <master_recent_date>2026-04-08T03:00:00Z</master_recent_date>
    <short_description>Regional GDP is projected to grow by 2.8% in 2025 and 3.3% in 2026, up from 2.3% in 2024, driven by stronger-than-expected performance in Gulf Cooperation Council countries and Developing Oil Importers.</short_description>
    <desc><![CDATA[Afghanistan |&nbsp;Algeria&nbsp;|&nbsp;Bahrain&nbsp;|&nbsp;Djibouti&nbsp;|&nbsp;Egypt&nbsp;|&nbsp;Iran&nbsp;|&nbsp;Iraq&nbsp;|&nbsp;Jordan&nbsp;|&nbsp;Kuwait&nbsp;|&nbsp;Lebanon&nbsp;|&nbsp;Libya&nbsp;|&nbsp;Morocco&nbsp;|&nbsp;Oman&nbsp;| Pakistan |&nbsp;Palestinian Territories&nbsp;|&nbsp;Qatar&nbsp;|&nbsp;Saudi Arabia&nbsp;|&nbsp;Syria&nbsp;|&nbsp;Tunisia&nbsp;|&nbsp;United Arab Emirates&nbsp;|&nbsp;Yemen]]></desc>
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    <title>Building Futures: Unlocking Affordable Housing in Egypt</title>
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    <url>http://www.worldbank.org/en/news/feature/2026/03/04/building-futures-unlocking-affordable-housing-in-egypt</url>
    <lang>English</lang>
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    <wn_title>Building Futures: Unlocking Affordable Housing in Egypt</wn_title>
    <wn_desc><![CDATA[ “Before getting my apartment through the Social Housing Program, my family and I were really struggling,” said Rania Moustafa, teacher, wife and mother of two. “In every apartment we rented, landlords would increase the rent annually. We were also often asked to leave on very short notice. It was extremely challenging for us to move out quickly and find a new place to live.” Finding a stable place to live near job opportunities was another challenge for Rania, particularly since she needed to be close to her young children. She notes that, in addition to the stability her family now enjoys from owning their home, she was also able to find a job nearby.  For decades, millions of low-income Egyptians like Rania and her family have suffered from fragmented and inconsistently executed housing policies. High population growth and high interest rates have restricted the availability of affordable housing in Egypt. By 2014, the country faced a housing shortage of 3 million units, leading to an estimated 12 to 20 million Egyptians living in homes they did not officially own. To respond to this need, the Egyptian government launched the "Housing for all Egyptians" social housing program, with a target of delivering 1 million homes for low-income citizens. Managed by the Social Housing and Mortgage Finance Fund (SHMFF), which operates under the Ministry of Housing, Utilities, and Urban Communities, this program has been a pivotal step in addressing the housing crisis. The SHMFF is responsible for designing policies as well as coordinating and implementing programs that promote social housing across the nation. In 2015, the World Bank launched the "Inclusive Housing Finance Program" to support this national housing program. The US$1 billion operation aims to improve the affordability of formal housing for low-income households in Egypt while boosting the capacity of SHMFF to design policies and coordinate programs in the social housing sector. The program mainly supports the government's social housing initiatives by offering beneficiaries improved opportunities for homeownership and rental arrangements through direct subsidies for down payments, all processed via formal financial institutions. With this support, SHMFF has provided subsidies to over 693,000 low-income households across Egypt, enabling them to own their own homes. Ayman El Saadani is a husband and father of two who works as a painter. As a beneficiary of the program, he not only enjoys the various facilities near his new home but has also been able to expand his painting business in the area. “This is a new neighborhood, and as people move into their homes, many want to personalize their decor and finishing touches to reflect their individual tastes. I started working on various homes, and eventually, I was able to grow my business, attract more clients, and make a name for myself through word of mouth and social media in the community.” For Ayman, the money he used to pay in rent can now be redirected to expand his business.  Expanding the Mortgage Market The Inclusive Housing Finance Program has also had an impact on the home financing market. Almost two thirds of participants are first time borrowers who had not previously engaged with financial institutions. A total of 31 public and private financial institutions are participating in the program, issuing affordable mortgages to low-income households. This has contributed to an increase in the value of the mortgage market in Egypt (from US$ 132 million in 2014 to US$ 2.2 billion in 2026), and trust in the program has grown. In 2025, over 580,000 low-income families applied to participate in the national program. This program also aims to improve private sector participation in the financial sector and the social housing sector, an area where participation has long been an issue hindering inclusive housing. Throughout its implementation, several private financial institutions have been participating by offering affordable mortgages to beneficiaries and mobilizing their own private capital. While progress has been made, more efforts are needed to enhance this participation and ensure that housing is accessible to all. The program has also contributed indirectly to increased private sector participation in the construction sector, since SHMFF subcontracts to private construction firms to build the social housing units. An estimated 4 million job opportunities have been created in the process. Facilitating Property Ownership by Women The Inclusive Housing Finance Program has also prioritized women in its design and beneficiary targets. To date, 25% of the participants in the national program are women heads of households – 90% of whom have never previously engaged with a financial institution. In addition, SHMFF has required any woman who contributes to household income - formally or informally - to jointly own the housing unit alongside her husband. This measure has contributed to closing the gender asset ownership gap in Egypt, where only 5% of women own assets (World Bank, 2018 Egypt Economic Empowerment Study). “I was very hesitant to move here alone. However, my brother was the first to relocate and told me about the benefits of living in this area. He assured me that moving here would provide my children with a better future, as they would have access to good schools and job opportunities when they grow up,” said Shaimaa Abdel Aty, a widow and mother of four. Shaimaa’s family is one of many women headed households benefiting from the program. She mentioned that not only is the unit price affordable, but the application process was also straightforward. She was able to easily secure a teaching job at a school just a six-minute walk from her new home. “When my children and I moved here, it felt like we were starting anew,” Shaimaa said. “There are many services close to the area, and my children’s schools are so nearby that they can walk to school safely while I’m at work. There are also speech therapy centers nearby for my autistic son, as well as playgrounds where my children can safely play on their own. Additionally, there are hospitals and stores that sell food supplies nearby.” &nbsp; Sustainability is another focus area of the program, which delivers environmentally sustainable social housing units. These units meet advanced standards under Egypt’s Green Pyramid Rating System and the International Finance Corporation’s globally recognized Excellence in Design for Greater Efficiencies (IFC EDGE) certification, with a target of 55,000 green-certified units and more than 40,000 already achieved. Through energy- and water-efficient designs and lower-carbon materials, these homes reduce utility costs, improve comfort and indoor air quality, ease pressure on national resources, and generate public savings that can be redirected to other priority development areas—strengthening the program’s overall impact on Egypt’s growth and well-being. Decent and affordable housing is vital for the stability and well-being of individuals and families, as it directly impacts their quality of life and economic opportunities. Access to safe and affordable homes that are close to job opportunities not only empowers low-income communities but also fosters social inclusion. Given the ongoing demand for the program, SHMFF aims to continue its mandate of designing, implementing and overseeing effective policies to further develop the social housing sector. Serving low-income households, with women, youth, and marginalized individuals will remain at the forefront of its commitment to Egypt’s social safety net initiatives.&nbsp;]]></wn_desc>
    <master_recent_date>2026-03-04T22:50:00Z</master_recent_date>
    <short_description>The World Bank’s Inclusive Housing Finance Program has enabled more than 693,000 low-income households to access formal, affordable housing—strengthening housing security and expanding financial inclusion nationwide.</short_description>
    <desc><![CDATA[ “Before getting my apartment through the Social Housing Program, my family and I were really struggling,” said Rania Moustafa, teacher, wife and mother of two. “In every apartment we rented, landlords would increase the rent annually. We were also often asked to leave on very short notice. It was extremely challenging for us to move out quickly and find a new place to live.” Finding a stable place to live near job opportunities was another challenge for Rania, particularly since she needed to be close to her young children. She notes that, in addition to the stability her family now enjoys from owning their home, she was also able to find a job nearby.  For decades, millions of low-income Egyptians like Rania and her family have suffered from fragmented and inconsistently executed housing policies. High population growth and high interest rates have restricted the availability of affordable housing in Egypt. By 2014, the country faced a housing shortage of 3 million units, leading to an estimated 12 to 20 million Egyptians living in homes they did not officially own. To respond to this need, the Egyptian government launched the "Housing for all Egyptians" social housing program, with a target of delivering 1 million homes for low-income citizens. Managed by the Social Housing and Mortgage Finance Fund (SHMFF), which operates under the Ministry of Housing, Utilities, and Urban Communities, this program has been a pivotal step in addressing the housing crisis. The SHMFF is responsible for designing policies as well as coordinating and implementing programs that promote social housing across the nation. In 2015, the World Bank launched the "Inclusive Housing Finance Program" to support this national housing program. The US$1 billion operation aims to improve the affordability of formal housing for low-income households in Egypt while boosting the capacity of SHMFF to design policies and coordinate programs in the social housing sector. The program mainly supports the government's social housing initiatives by offering beneficiaries improved opportunities for homeownership and rental arrangements through direct subsidies for down payments, all processed via formal financial institutions. With this support, SHMFF has provided subsidies to over 693,000 low-income households across Egypt, enabling them to own their own homes. Ayman El Saadani is a husband and father of two who works as a painter. As a beneficiary of the program, he not only enjoys the various facilities near his new home but has also been able to expand his painting business in the area. “This is a new neighborhood, and as people move into their homes, many want to personalize their decor and finishing touches to reflect their individual tastes. I started working on various homes, and eventually, I was able to grow my business, attract more clients, and make a name for myself through word of mouth and social media in the community.” For Ayman, the money he used to pay in rent can now be redirected to expand his business.  Expanding the Mortgage Market The Inclusive Housing Finance Program has also had an impact on the home financing market. Almost two thirds of participants are first time borrowers who had not previously engaged with financial institutions. A total of 31 public and private financial institutions are participating in the program, issuing affordable mortgages to low-income households. This has contributed to an increase in the value of the mortgage market in Egypt (from US$ 132 million in 2014 to US$ 2.2 billion in 2026), and trust in the program has grown. In 2025, over 580,000 low-income families applied to participate in the national program. This program also aims to improve private sector participation in the financial sector and the social housing sector, an area where participation has long been an issue hindering inclusive housing. Throughout its implementation, several private financial institutions have been participating by offering affordable mortgages to beneficiaries and mobilizing their own private capital. While progress has been made, more efforts are needed to enhance this participation and ensure that housing is accessible to all. The program has also contributed indirectly to increased private sector participation in the construction sector, since SHMFF subcontracts to private construction firms to build the social housing units. An estimated 4 million job opportunities have been created in the process. Facilitating Property Ownership by Women The Inclusive Housing Finance Program has also prioritized women in its design and beneficiary targets. To date, 25% of the participants in the national program are women heads of households – 90% of whom have never previously engaged with a financial institution. In addition, SHMFF has required any woman who contributes to household income - formally or informally - to jointly own the housing unit alongside her husband. This measure has contributed to closing the gender asset ownership gap in Egypt, where only 5% of women own assets (World Bank, 2018 Egypt Economic Empowerment Study). “I was very hesitant to move here alone. However, my brother was the first to relocate and told me about the benefits of living in this area. He assured me that moving here would provide my children with a better future, as they would have access to good schools and job opportunities when they grow up,” said Shaimaa Abdel Aty, a widow and mother of four. Shaimaa’s family is one of many women headed households benefiting from the program. She mentioned that not only is the unit price affordable, but the application process was also straightforward. She was able to easily secure a teaching job at a school just a six-minute walk from her new home. “When my children and I moved here, it felt like we were starting anew,” Shaimaa said. “There are many services close to the area, and my children’s schools are so nearby that they can walk to school safely while I’m at work. There are also speech therapy centers nearby for my autistic son, as well as playgrounds where my children can safely play on their own. Additionally, there are hospitals and stores that sell food supplies nearby.” &nbsp; Sustainability is another focus area of the program, which delivers environmentally sustainable social housing units. These units meet advanced standards under Egypt’s Green Pyramid Rating System and the International Finance Corporation’s globally recognized Excellence in Design for Greater Efficiencies (IFC EDGE) certification, with a target of 55,000 green-certified units and more than 40,000 already achieved. Through energy- and water-efficient designs and lower-carbon materials, these homes reduce utility costs, improve comfort and indoor air quality, ease pressure on national resources, and generate public savings that can be redirected to other priority development areas—strengthening the program’s overall impact on Egypt’s growth and well-being. Decent and affordable housing is vital for the stability and well-being of individuals and families, as it directly impacts their quality of life and economic opportunities. Access to safe and affordable homes that are close to job opportunities not only empowers low-income communities but also fosters social inclusion. Given the ongoing demand for the program, SHMFF aims to continue its mandate of designing, implementing and overseeing effective policies to further develop the social housing sector. Serving low-income households, with women, youth, and marginalized individuals will remain at the forefront of its commitment to Egypt’s social safety net initiatives.&nbsp;]]></desc>
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    <title>Egypt Joins SFF Initiative to Jumpstart Capital Markets</title>
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    <url>http://www.worldbank.org/en/news/feature/2026/02/24/egypt-joins-sff-initiative-to-jumpstart-capital-markets</url>
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    <wn_title>Egypt Joins SFF Initiative to Jumpstart Capital Markets</wn_title>
    <wn_desc><![CDATA[ Egypt is joining a major World Bank initiative – the Sustainable Finance Facility (SFF) – to improve domestic capital markets. Together with recent policy initiatives by the government, this comprehensive program can draw more private investment into sectors needed for building a resilient economy while helping the government improve the efficiency and cost of its own domestic financing needs. SFF, as part of the World Bank Group’s Joint Capital Market Program (J-CAP), supports efforts in a select group of developing economies to realize the benefits of strong local capital markets. Funded by Switzerland’s State Secretariat for Economic Affairs (SECO), the SFF helps sectors that require long-term financial investments in local currency to tackle pressing global challenges and to create jobs. The work reflects the importance of creating the right domestic conditions, including policy and regulatory certainty, as well as appropriate financial instruments to attract private capital.Positive Developments and Challenges Egypt’s efforts to deepen domestic capital markets comes at a time of recent positive market developments, such as an upgrade of Egypt’s sovereign credit rating and strong operational and legal improvements by financial market authorities. But significant macroeconomic challenges remain in the North African country. Gross domestic product (GDP) growth remains moderate, though it is projected to increase from 2.4 percent in FY24 to 4.6 percent by FY27. Poverty remains stubbornly high. Unemployment has ticked lower, but Egypt’s labor force participation rate remains low. International financial flows are uncertain at a time of geopolitical risk and disruptions to world trade. The initiatives for improving Egypt’s capital markets include more liquid and efficient government bond markets to finance public debt at lower cost, and a broader base of long-term institutional investors, including private pension funds and insurance companies, and select market innovations such as carbon markets, stronger securitization markets, and real-estate investment trusts (REITs). These changes can open opportunities for financing Egypt’s development in the areas of infrastructure (especially water), housing, and support for innovative small- and medium-sized enterprises (SMEs). The World Bank and the International Finance Corporation launched the J-CAP program in 2017 to help developing countries realize the benefits of strong local capital markets, which can help dampen the effects of volatile international conditions and contribute to financing key strategic sectors. World Bank staff worked with Egyptian authorities in mid-2024, carrying out a diagnostic of Egypt’s capital market to identify issues and opportunities, and suggest areas of reforms that can support a sustainable development plan for its capital market.Government Bonds A priority for the World Bank Group has been supporting the Ministry of Finance in improving price formation and greater predictability in the government securities market to create a reliable yield curve as the basis for the development of other capital markets instruments. Highlights of the progress made by the Ministry of Finance include a new decree on primary government bond dealers – banks – that it issued in June 2024. Measures that encourage greater secondary market liquidity will increase competition for government bonds, and thus lower borrowing costs. The World Bank will support the ministry and the Central Bank of Egypt in these efforts.Investor Demand Currently, Egypt has a very narrow institutional investor base. While the state social security fund has assets of roughly 15 percent of GDP, other institutional investors – insurance companies and pension funds linked to unions or professional groups and some money market mutual funds linked mostly to banks – amount to less than 1 percent of GDP. By contrast, peer countries generally boast an institutional investor base of 10 to 20 percent of GDP. The World Bank will support Egyptian authorities in exploiting the opportunity to improve the functioning of the state social security fund while maintaining a safe risk profile, as well as assess opportunities in collaboration with the International Finance Corporation (IFC) on potential demonstration projects, funds, and transactions that can help to encourage more diversification of assets and investments. The government of Egypt’s recent enactment of the new Unified Insurance Law 2024 will create a legal framework for the development of voluntary private pension funds. The initial feedback from insurance companies and asset managers shows an interest in offering these types of pension funds. World Bank work under the SFF aegis will include advice on the design of a voluntary private pension fund pillar that is suitable for the Egyptian context.Investible Assets The work planned under the SFF envisions a variety of initiatives aimed at generating opportunities for Egyptian institutional investors. The work would include developing alternative funding avenues for SMEs, especially via non-bank financial institutions and securitization funds. In Egypt, SMEs are&nbsp;a cornerstone of the economy, playing a vital role in driving growth, job creation, and economic diversification.&nbsp;They represent a significant portion of the private sector and contribute substantially to the GDP. Other work may include supporting Egyptian authorities as they improve the legal framework for real estate investment trusts (REITs).Conclusion The launch of the SFF in Egypt – a new phase in J-CAP work – represents an exciting new phase in efforts to support the development of its domestic capital markets. The challenges not small. But the World Bank now has an important opportunity to support the government of Egypt in jumpstarting capital markets to the benefit of the Egyptian people.]]></wn_desc>
    <master_recent_date>2026-02-24T09:50:00Z</master_recent_date>
    <short_description>Egypt is joining a major World Bank initiative – the Sustainable Finance Facility (SFF) – to improve domestic capital markets. Together with recent policy initiatives by the government, this comprehensive program can draw more private investment into sectors needed for building a resilient economy while helping the government improve the efficiency and cost of its own domestic financing needs.</short_description>
    <desc><![CDATA[ Egypt is joining a major World Bank initiative – the Sustainable Finance Facility (SFF) – to improve domestic capital markets. Together with recent policy initiatives by the government, this comprehensive program can draw more private investment into sectors needed for building a resilient economy while helping the government improve the efficiency and cost of its own domestic financing needs. SFF, as part of the World Bank Group’s Joint Capital Market Program (J-CAP), supports efforts in a select group of developing economies to realize the benefits of strong local capital markets. Funded by Switzerland’s State Secretariat for Economic Affairs (SECO), the SFF helps sectors that require long-term financial investments in local currency to tackle pressing global challenges and to create jobs. The work reflects the importance of creating the right domestic conditions, including policy and regulatory certainty, as well as appropriate financial instruments to attract private capital.Positive Developments and Challenges Egypt’s efforts to deepen domestic capital markets comes at a time of recent positive market developments, such as an upgrade of Egypt’s sovereign credit rating and strong operational and legal improvements by financial market authorities. But significant macroeconomic challenges remain in the North African country. Gross domestic product (GDP) growth remains moderate, though it is projected to increase from 2.4 percent in FY24 to 4.6 percent by FY27. Poverty remains stubbornly high. Unemployment has ticked lower, but Egypt’s labor force participation rate remains low. International financial flows are uncertain at a time of geopolitical risk and disruptions to world trade. The initiatives for improving Egypt’s capital markets include more liquid and efficient government bond markets to finance public debt at lower cost, and a broader base of long-term institutional investors, including private pension funds and insurance companies, and select market innovations such as carbon markets, stronger securitization markets, and real-estate investment trusts (REITs). These changes can open opportunities for financing Egypt’s development in the areas of infrastructure (especially water), housing, and support for innovative small- and medium-sized enterprises (SMEs). The World Bank and the International Finance Corporation launched the J-CAP program in 2017 to help developing countries realize the benefits of strong local capital markets, which can help dampen the effects of volatile international conditions and contribute to financing key strategic sectors. World Bank staff worked with Egyptian authorities in mid-2024, carrying out a diagnostic of Egypt’s capital market to identify issues and opportunities, and suggest areas of reforms that can support a sustainable development plan for its capital market.Government Bonds A priority for the World Bank Group has been supporting the Ministry of Finance in improving price formation and greater predictability in the government securities market to create a reliable yield curve as the basis for the development of other capital markets instruments. Highlights of the progress made by the Ministry of Finance include a new decree on primary government bond dealers – banks – that it issued in June 2024. Measures that encourage greater secondary market liquidity will increase competition for government bonds, and thus lower borrowing costs. The World Bank will support the ministry and the Central Bank of Egypt in these efforts.Investor Demand Currently, Egypt has a very narrow institutional investor base. While the state social security fund has assets of roughly 15 percent of GDP, other institutional investors – insurance companies and pension funds linked to unions or professional groups and some money market mutual funds linked mostly to banks – amount to less than 1 percent of GDP. By contrast, peer countries generally boast an institutional investor base of 10 to 20 percent of GDP. The World Bank will support Egyptian authorities in exploiting the opportunity to improve the functioning of the state social security fund while maintaining a safe risk profile, as well as assess opportunities in collaboration with the International Finance Corporation (IFC) on potential demonstration projects, funds, and transactions that can help to encourage more diversification of assets and investments. The government of Egypt’s recent enactment of the new Unified Insurance Law 2024 will create a legal framework for the development of voluntary private pension funds. The initial feedback from insurance companies and asset managers shows an interest in offering these types of pension funds. World Bank work under the SFF aegis will include advice on the design of a voluntary private pension fund pillar that is suitable for the Egyptian context.Investible Assets The work planned under the SFF envisions a variety of initiatives aimed at generating opportunities for Egyptian institutional investors. The work would include developing alternative funding avenues for SMEs, especially via non-bank financial institutions and securitization funds. In Egypt, SMEs are&nbsp;a cornerstone of the economy, playing a vital role in driving growth, job creation, and economic diversification.&nbsp;They represent a significant portion of the private sector and contribute substantially to the GDP. Other work may include supporting Egyptian authorities as they improve the legal framework for real estate investment trusts (REITs).Conclusion The launch of the SFF in Egypt – a new phase in J-CAP work – represents an exciting new phase in efforts to support the development of its domestic capital markets. The challenges not small. But the World Bank now has an important opportunity to support the government of Egypt in jumpstarting capital markets to the benefit of the Egyptian people.]]></desc>
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    <title>Lebanon Emergency Assistance Project: Frequently Asked Questions</title>
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    <url>http://www.worldbank.org/en/news/factsheet/2026/02/17/lebanon-emergency-assistance-project-frequently-asked-questions</url>
    <lang>English</lang>
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    <wn_title>Lebanon Emergency Assistance Project: Frequently Asked Questions</wn_title>
    <wn_desc><![CDATA[ 1. What is the Lebanon Emergency Assistance Project (LEAP)? The Lebanon Emergency Assistance Project (LEAP) is a Government of Lebanon reconstruction project financed by the World Bank (WB), designed to enable sustainable recovery and restore lifeline services and critical infrastructure in areas affected by the 2023-2024 conflict in Lebanon. Given Lebanon’s large reconstruction needs, LEAP is structured as a US$1 billion scalable framework project, with the World Bank providing the initial US$250 million of financing. This framework allows efficient absorption of additional financing—whether grants or loans—under a unified, government-led implementation structure that emphasizes transparency, accountability, and results. The project provides a sequenced approach spanning response, recovery and early reconstruction, with a flexible design ensuring that the project can expand its impact as additional resources become available. The LEAP design was informed by the findings of the Rapid Damage and Needs Assessment (RDNA), which assessed the impact of the conflict in Lebanon between October 8, 2023, and December 20, 2024. The RDNA estimated total direct damages across 10 sectors at US$7.2 billion, with reconstruction and recovery needs totalling US$11 billion. Critical infrastructure and buildings essential to economic activity and to the community health and safety sustained US$1.1 billion in damages across the transport, water, energy, municipal services, education and health care sectors. Given the scale of needs, LEAP was designed to support public infrastructure and building restoration as a precondition for economic and social recovery. The initial $250 million of LEAP financing was approved by the WB Board of Executive Directors in June 2025. The project is implemented by the Council for Development and Reconstruction (CDR), under the strategic guidance of the Prime Minister’s Office and in coordination with relevant line ministries through the Council of Ministers. &nbsp; 2. What activities does the LEAP finance? The LEAP is structured around four main components:Immediate Response: finances immediate response actions to ensure readiness for recovery. Activities include safe and well-planned rubble management, securing structural unsound buildings, assessing damage to cultural heritage sites, decommissioning centers for internally displaced persons and reverting the buildings back to their original use, such as schools, and rapidly restoring road access to heavily damaged areas. These measures aim to reduce further damage and protect public safety.Rapid Recovery of Public Lifeline Services and Public Critical Infrastructure: supports the rapid, integrated and multisectoral restoration of essential public services–such as water, energy, mobility, health and education – in conflict-affected areas. This may include the provision of alternative service delivery mechanisms to enable the return of economic activity and support the population’s immediate needs.Sustainable and Robust Reconstruction of Public Critical Infrastructure and Public Lifeline Services: finances consultancy services to prepare execution-ready designs and studies for the reconstruction of public critical infrastructure. It also supports the sustainable and robust construction of severely damaged or destroyed infrastructure, ensuring that investments are resilient and aligned with long-term recovery and development goals.Project Management: finances the Project Management Unit within CDR, responsible for overall project coordination, monitoring, evaluation, and fiduciary oversight. The LEAP is designed as a US$1 billion framework project. Currently, $250 million in WB financing is available, creating a $750 million financing gap under the LEAP Framework. This approach of preparing a project with a substantial financing gap reflects Lebanon’s unique post-conflict context, with massive pressing needs necessitating quick mobilization before full Project financing is secured. The US$1 billion scope enables rapid scale-up as additional financing becomes available, with the most urgent needs allocated financing from the initial $250 million financing envelope. This initial prioritization of financing and the remaining financing gap are reflected in the following table: Table. Project Components with available financing, financing gap under the LEAP Framework and totalComponent number and short name&nbsp;&nbsp;Financing Available (US$ millions)Financing Gap (US$ millions)Total&nbsp;(US$ millions)C 1: Immediate Response503080C 2: Restoration of Public Lifelines175245420C 3.a: Reconstruction (designs)15520C 3.b: Reconstruction (works)0455455C 4: Project Management (inc. front end fee)101525Total2507501,000 &nbsp; 3. Which geographic areas of Lebanon are eligible for financing under LEAP? Eligible areas under the LEAP are those that sustained damage in the conflict that affected Lebanon starting in October 2023 and throughout 2024. Areas are ineligible if they have not been cleared by the Lebanese Army for Explosive Remnants of War (ERW) or have unmanaged human remains. &nbsp; 4. Which investments are not eligible for financing under LEAP? Ineligible investments and activities are those that: a) have high-risk environment or social impacts as per the World Bank Environmental and Social Standards (ESS); b) affect international rivers or waterways, as per the World Bank Operational Policy (OP) 7:50; c) are located in disputed territories, as per OP7:60; d) impact Critical Natural Habitats; e) impact tangible or intangible Cultural Heritage; f) include services or facilities related to defense, judiciary, law enforcement, security, correctional facilities, and other related areas; and g) require land acquisition. &nbsp; 5. How are the activities covered selected? The LEAP uses a clear and transparent prioritization process to ensure that resources are directed to where they can have the greatest and most immediate impact. The prioritization methodology was prepared by a committee, composed of representatives from the Ministry of Finance, Ministry of Public Works and Transport, Ministry of Environment, CDR and National Council for Scientific Research - Lebanon (CNRS-L), using data collected by CNRS-L. The methodology was approved by the Council of Ministers on March 27, 2025, Decision 4/2025 (Minutes Number 7). During implementation, the project will also coordinate closely with local authorities and stakeholders to ensure that interventions are responsive to community needs and that recovery is inclusive and sustainable. Under Component 1, Immediate Response, activities will be prioritized based on urgency and their ability to create conditions necessary for recovery. This includes actions that must start immediately, such as safe and well-planned rubble management, securing structurally unsound buildings, assessing damage to cultural heritage sites, and restoring road access to heavily damaged areas. The focus is on measures that reduce further damage and protect public safety. Under Components 2 and 3, Rapid Recovery of Services, an area-based prioritization for service restoration will be used to determine the order of priority for districts and localities. Prioritization is based on three criteria:lowest intensity of damage to enable a quicker recovery and resumption of economic activity;highest winter population to ensure the greatest number of beneficiaries; andhighest pre-conflict economic activity and potential to contribute to economic development. &nbsp; 6. How will LEAP manage rubble? The LEAP will manage rubble through a safe, well-planned and environmentally responsible approach under Component 1, Immediate Response. Recognizing the significant environmental and public health risks of large-scale debris and lessons from previous conflicts, the rubble management approach is designed to meet higher international standards and minimize negative impacts. The starting point of the LEAP project is the rubble which was already transported to temporary sites following the conflict. The rubble will be transported to treatment centers, which will be located in existing quarry sites or other suitable sites to be determined, where it will be sorted to recover and extract usable materials such as concrete and steel for recycling and reuse in reconstruction efforts. This process reduces the need for new raw material mining and production while lowering carbon dioxide emissions associated with construction material manufacturing. Unusable and hazardous debris will be safely disposed of in the quarry sites, which are rehabilitated as part of the treatment and disposal process, contributing to environmental restoration. Throughout all stages, the LEAP strictly adheres to compulsory environmental guidance issued by the Ministry of Environment, as well as the WB Environmental and Social Standards (ESSs), covering transport, sorting, recycling, and final disposal of unusable and hazardous materials. Contractors are also required to comply with occupational health and safety standards to protect workers and communities. Progress is tracked by measuring total volume of rubble sustainably managed and ensuring compliance with environmental and social standards. Site-specific Environmental and Social Impact Assessments (ESIA), and corresponding Environmental and Social Management Plan (ESMPs) will be prepared depending on the nature and scale of the works, consistent with relevant WB ESSs. &nbsp; 7. What financing mechanisms have been established to support the project? How will additional funding be mobilized? The LEAP is supported by a financing structure that combines an initial WB loan with a framework designed to attract and absorb additional financing as it becomes available. To launch the framework project with its total estimated cost of US$1 billion, an International Bank for Reconstruction and Development (IBRD) loan of US$250 million was approved by the WB Executive Directors to address the most urgent recovery and reconstruction needs in Lebanon. This initial financing, however, covers only a portion of the total project cost covering priority investment needs for the first 18-24 months, leaving a significant financing gap under the LEAP Framework of US$750 million. To bridge this gap, the project is structured to mobilize additional funding from development partners and donors. The project’s design is intentionally flexible, allowing for a rapid scale-up of activities as new financing is secured. This means that as additional resources are mobilized, they can be quickly allocated to priority interventions within the project’s framework. The WB is actively engaging with the international community to identify and secure further financial support, leveraging its convening power and technical expertise to coordinate with other development partners. This approach is informed by global best practices, where the WB has played a catalytic role in mobilizing both public and private sector resources for large-scale recovery efforts. &nbsp; 8. Who will implement the project? What are the roles of different ministries in project implementation? The CDR is delegated with the responsibility for overall Project implementation for all components. It has a mandate focused on reconstruction and development and a proven track record as an implementing agency for WB-financed multi-sectoral infrastructure projects. To manage the project effectively, the CDR will set up a dedicated Project Management Unit (PMU). This unit will be responsible for day-to-day coordination, management, and reporting, and will report directly to the CDR president and Board, internalizing all functions for the LEAP implementation. Beyond the CDR, the Prime Minister, in consultation with the Minister of Finance, will provide overall strategic guidance for the project. The Ministry of Public Works and Transport will have overall leadership and oversight of Project execution. The Ministry of Environment will oversee the rubble management under Component 1a, and the overall implementation of the environmental and social requirements. Other Ministries will provide strategic and technical advice and inputs, including the Ministries of Energy and Water, Education and Higher Education, Social Affairs, and Public Health for the implementation of Component 2 and Component 3 to identify the most urgent needs in prioritized geospatial areas and to develop technical specifications. Given the scale and urgency of reconstruction needs, the Government has enacted key policy decisions to ensure LEAP’s implementation readiness, in line with transparency, efficiency and accountability principles. These were prerequisites for advancing the LEAP loan to the World Bank Board. The Government appointed a full Board of Directors for the CDR for the first time since 2009. These appointments, finalized in May 2025, through an open, merit-based process pave the way for implementing an ambitious institutional modernization agenda for CDR, including complete business process reengineering and digitalization. CDR has also adopted streamlined implementation procedures for LEAP, aligned with international best practices for emergency operations. These procedures include delegated administrative and decision-making authority to the PMU, significantly accelerating internal processes. For example, under LEAP, procurement timelines will be reduced from over a year to just 12 weeks for works and 18 weeks for consultancy services. These procedures were formally adopted by CDR’s Board on February 27, 2025. In addition, the Government committed to strengthen CDR efficiency through selected reform measures which will be financed and delivered under the LEAP in the following areas: (i) administrative and decision-making responsibilities and delegations of decision-making from CDR Board to managerial functions where appropriate, as per international best practices, (ii) business process reengineering to cut and reduce unnecessary processes, including assessment of human resources against organizational requirements and reorganization where necessary; (iii) digitization of financial management and procurement systems to increase transparency and enhance efficiency; and (iv) open access to information, including disclosure policy, monitoring and reporting. &nbsp; 9. What measures are in place to ensure the project is implemented effectively and transparently? To ensure the project is implemented effectively and transparently, several mechanisms have been put in place. First, the PMU within the CDR will hire supervision engineering firms to oversee the implementation of works and report on non-conformities. The supervision firms will ensure that the works are carried out to a satisfactory standard of workmanship and materials, as scheduled, within budget, in accordance with the specifications and drawings, and to acceptable environmental and social standards and site-specific E&S instruments. The CDR will conduct regular site visits and prepare a progress report on a quarterly basis, noting that in the case of any severe or significant accidents on any site, the Bank shall be informed within 24-48 hours. Secondly, a Third-Party Monitoring Agency (TPMA) will be hired by the CDR to regularly monitor project progress, including safe management of rubble. The TPMA will use site visits, satellite images, surveys and document reviews to confirm the eligibility of expenditures and to make any recommendations on improvements across all components. Additionally, the WB is providing the CDR with Hands-on Expanded Implementation Support (HEIS) to ensure efficiency in procurement. Furthermore, an international engineering firm, hired by the WB, will carry out independent checks on the technical, environmental, social, financial and institutional aspects of the project. The firm will verify that transactions are eligible, review procurement processes and confirm results provided by the project team. &nbsp; 10. What are the procurement regulations applied in the project? The LEAP will follow the WB procurement regulations for IPF borrowers for Goods, Works, Non-Consulting and Consulting Services, February 2025. The World Bank has a zero-tolerance policy for corruption, and requires application of, and compliance with, the Bank’s Anti-Corruption Guidelines in all projects it finances along the procurement core principles of value for money, economy, integrity, fitness-for-purpose, efficiency, transparency and fairness. The LEAP will adopt the WB’s standard procurement documents. All measures stipulated by the WB procurement regulations apply to the project including the possibility of submitting complaints to the implementing agency (CDR) and/or to the WB as detailed in the procurement documents. All tenders, procurement plans, and notices of award will be published by the CDR as required under WB procurement regulations. Pre-bid/proposal meetings will be held, and minutes of meetings will be issued to potential bidders/proposers. Bidders/proposers will be informed of any amendments to the tender documents in a uniform, transparent and systematic manner. Finally, the bid/proposal evaluation information will remain confidential and will not be disclosed between bid/proposal submission date and notice of intention to award. All contracts under LEAP are subject to risk-based prior or post review by the WB, with main works contracts subject to the WB’s procurement prior review. &nbsp; 11. How will the use of project financing for its intended purpose be verified? The verification of the use of project financing for its intended purpose is a shared responsibility. The CDR, as the implementing agency, is required by the WB to establish a robust control system to monitor expenditures and ensure that funds have been used for their intended purposes. This would include: (i) recruiting or assigning a fiduciary team, consisting of financial management and procurement specialists, to manage and report on commitments and expenditures; (ii) adopting an accounting software with a separate module for the project to record the transactions; (iii) preparing yearly budgets and quarterly financial reports showing details about the funds used; (iv) recruiting an independent external auditor to audit the project financial statements on a yearly basis; (v) engaging a Third-Party Monitoring Agent (TPMA) to independently monitor and verify project activities and expenditures through site visits, satellite imagery, surveys and document reviews. The WB team will conduct regular reviews to ensure proper documentation and substantiation of expenditures. In addition, an international lender’s engineering firm will be hired to conduct compliance due diligence on fiduciary aspects. &nbsp; 12. How will the project manage the environmental and social aspects associated with the works financed under the project? The project faces substantial environmental and social risks, including those related to rubble management, health and safety, and impacts on vulnerable groups. The LEAP manages these environmental and social (E&S) aspects through an Environmental and Social Commitment Plan (ESCP), which forms part of the Loan Agreement and ensures compliance with WB ESSs. These documents, prepared in consultations with key stakeholders, include key measures such as establishing a PMU with dedicated E&S specialists, providing capacity building and training, and implementing robust monitoring and reporting systems. The LEAP will prepare, disclose, consult on, and implement several E&S instruments, such as Environmental and Social Impact Assessments (ESIAs), Environmental and Social Management Plans (ESMPs), Contractor ESMPs (C-ESMPs), Labor Management Procedures (LMP), Occupational Health and Safety (OHS) Plans, Waste Management Plans (WMP), a SEA/SH (Sexual Exploitation and Abuse/Sexual Harassment) Action Plan, a Security Management Plan (if needed), and a Stakeholder Engagement Plan (SEP). These instruments are integrated into procurement and contract documents, and updated as necessary to address project changes or unforeseen circumstances, ensuring effective E&S risk management throughout the project lifecycle. The CDR will recruit specialized staff in the PMU to oversee E&S risk management, including an occupational health and safety specialist, an environmental specialist, and a social specialist. Other staff in the PMU, contractors and supervision consultants will be trained in occupational health and safety, and community health and safety. CDR will also submit quarterly reports to the WB throughout project implementation to report on the environmental, social, health and safety performance of the project. During implementation, CDR is required to report any significant incidents or accidents related to the project to the WB within 48 hours, followed by a detailed review and the development of a Corrective Action Plan within 20 days to address the root causes and prevent recurrence. &nbsp; 13. Have inclusive stakeholder consultations been conducted? World Bank financing requires that stakeholder consultations be undertaken during the preparation and implementation of WB-funded projects. The Borrower is required to consult with project-affected groups and interested parties—including civil society organizations, government agencies, and private sector—about the E&S impacts and proposed mitigation measures. These consultations start as early as possible, with relevant material provided in a timely manner prior to these consultations and in a form and language that are understandable and accessible to the groups being consulted with. During project preparation, consultations took place from January to April 2025, involving the Ministry of Public Works and Transport, Ministry of Environment, the World Bank, municipalities (including Union of Municipalities of the Southern Suburbs), academic institutions, civil society organizations, and the private sector. Early consultations addressed project design, beneficiary selection, and E&S risk mitigation. Stakeholders expressed overall support for the project and raised concerns about safe rubble removal, disposal and management; adequate resources to manage rubble in an environmentally responsible manner; opportunities for recycling of rubble; and lessons learned from past experiences with rubble management. Stakeholders also expressed the importance of restoring life-line services and enabling people to return to their homes and restore livelihoods.  The CDR prepared a Stakeholder Engagement Plan (SEP) for the LEAP, which provides a detailed framework for engaging stakeholders throughout the project. The SEP’s main goal is to ensure transparent information disclosure and meaningful consultation, with a strong focus on including vulnerable groups such as women, the elderly, persons with disabilities, internally displaced persons (IDPs), and informal waste pickers. The SEP outlines specific engagement methods—focus groups, community consultations, interviews, site visits, and digital outreach—tailored to each stakeholder group and project phase (preparation, implementation, closure). It also details a robust Grievance Mechanism (GM) with multiple accessible channels, clear timelines for response and resolution, and special provisions for sensitive complaints and appeals. Monitoring and reporting are built into the SEP, with bi-annual updates and disaggregated data to ensure transparency and continuous improvement. The draft SEP and Environmental and Social Commitment Plan (ESCP) were disclosed online on April 4, 2025, followed by public consultations in Beirut from April 14–16, 2025. These sessions included ministries, municipalities, and NGOs, who discussed issues such as heritage conservation, project prioritization, municipal capacity, and the need for inclusive design and ongoing engagement with vulnerable populations. The final SEP was disclosed on June 27, 2025. &nbsp; 14. Is there a Grievance Redress Mechanism (GRM) in place? How can enquiries and complaints be raised? A LEAP Grievance Redress Mechanism (GRM) is being developed and will be accessible to the public at large to send project-related suggestions, concerns and complaints. In the meantime, grievances can be submitted via different channels, such as:Telephone: +961-1 980096Fax: +961-1 981 255Email: GRM.LEAP@cdr.gov.lbLetter addressed to the CDR: Address: Tallet al Serail - Riad el Solh, Beirut – Lebanon All complaints will be individually followed up on and documented accordingly in a GRM log. Complaints related to the LEAP can also be sent to the attention of the WB Office in Beirut via zelkhalil@worldbank.org. Alternatively, communities and individuals who believe that they have been, or are likely to be, adversely affected by a WB-supported project may submit their complaints to the WB’s Grievance Redress Service (GRS) or the WB Inspection Panel. Complaints about suspected fraudulent, corrupt, collusive, coercive or obstructive practices under WB Group-financed projects can also be reported to the Integrity Vice Presidency. &nbsp;]]></wn_desc>
    <master_recent_date>2026-02-17T11:57:00Z</master_recent_date>
    <short_description>Frequently asked questions for the Lebanon Emergency Assistance Project (LEAP), a Government of Lebanon reconstruction project financed by the World Bank (WB), designed to enable sustainable recovery and restore lifeline services and critical infrastructure in areas affected by the 2023-2024 conflict in Lebanon.</short_description>
    <desc><![CDATA[ 1. What is the Lebanon Emergency Assistance Project (LEAP)? The Lebanon Emergency Assistance Project (LEAP) is a Government of Lebanon reconstruction project financed by the World Bank (WB), designed to enable sustainable recovery and restore lifeline services and critical infrastructure in areas affected by the 2023-2024 conflict in Lebanon. Given Lebanon’s large reconstruction needs, LEAP is structured as a US$1 billion scalable framework project, with the World Bank providing the initial US$250 million of financing. This framework allows efficient absorption of additional financing—whether grants or loans—under a unified, government-led implementation structure that emphasizes transparency, accountability, and results. The project provides a sequenced approach spanning response, recovery and early reconstruction, with a flexible design ensuring that the project can expand its impact as additional resources become available. The LEAP design was informed by the findings of the Rapid Damage and Needs Assessment (RDNA), which assessed the impact of the conflict in Lebanon between October 8, 2023, and December 20, 2024. The RDNA estimated total direct damages across 10 sectors at US$7.2 billion, with reconstruction and recovery needs totalling US$11 billion. Critical infrastructure and buildings essential to economic activity and to the community health and safety sustained US$1.1 billion in damages across the transport, water, energy, municipal services, education and health care sectors. Given the scale of needs, LEAP was designed to support public infrastructure and building restoration as a precondition for economic and social recovery. The initial $250 million of LEAP financing was approved by the WB Board of Executive Directors in June 2025. The project is implemented by the Council for Development and Reconstruction (CDR), under the strategic guidance of the Prime Minister’s Office and in coordination with relevant line ministries through the Council of Ministers. &nbsp; 2. What activities does the LEAP finance? The LEAP is structured around four main components:Immediate Response: finances immediate response actions to ensure readiness for recovery. Activities include safe and well-planned rubble management, securing structural unsound buildings, assessing damage to cultural heritage sites, decommissioning centers for internally displaced persons and reverting the buildings back to their original use, such as schools, and rapidly restoring road access to heavily damaged areas. These measures aim to reduce further damage and protect public safety.Rapid Recovery of Public Lifeline Services and Public Critical Infrastructure: supports the rapid, integrated and multisectoral restoration of essential public services–such as water, energy, mobility, health and education – in conflict-affected areas. This may include the provision of alternative service delivery mechanisms to enable the return of economic activity and support the population’s immediate needs.Sustainable and Robust Reconstruction of Public Critical Infrastructure and Public Lifeline Services: finances consultancy services to prepare execution-ready designs and studies for the reconstruction of public critical infrastructure. It also supports the sustainable and robust construction of severely damaged or destroyed infrastructure, ensuring that investments are resilient and aligned with long-term recovery and development goals.Project Management: finances the Project Management Unit within CDR, responsible for overall project coordination, monitoring, evaluation, and fiduciary oversight. The LEAP is designed as a US$1 billion framework project. Currently, $250 million in WB financing is available, creating a $750 million financing gap under the LEAP Framework. This approach of preparing a project with a substantial financing gap reflects Lebanon’s unique post-conflict context, with massive pressing needs necessitating quick mobilization before full Project financing is secured. The US$1 billion scope enables rapid scale-up as additional financing becomes available, with the most urgent needs allocated financing from the initial $250 million financing envelope. This initial prioritization of financing and the remaining financing gap are reflected in the following table: Table. Project Components with available financing, financing gap under the LEAP Framework and totalComponent number and short name&nbsp;&nbsp;Financing Available (US$ millions)Financing Gap (US$ millions)Total&nbsp;(US$ millions)C 1: Immediate Response503080C 2: Restoration of Public Lifelines175245420C 3.a: Reconstruction (designs)15520C 3.b: Reconstruction (works)0455455C 4: Project Management (inc. front end fee)101525Total2507501,000 &nbsp; 3. Which geographic areas of Lebanon are eligible for financing under LEAP? Eligible areas under the LEAP are those that sustained damage in the conflict that affected Lebanon starting in October 2023 and throughout 2024. Areas are ineligible if they have not been cleared by the Lebanese Army for Explosive Remnants of War (ERW) or have unmanaged human remains. &nbsp; 4. Which investments are not eligible for financing under LEAP? Ineligible investments and activities are those that: a) have high-risk environment or social impacts as per the World Bank Environmental and Social Standards (ESS); b) affect international rivers or waterways, as per the World Bank Operational Policy (OP) 7:50; c) are located in disputed territories, as per OP7:60; d) impact Critical Natural Habitats; e) impact tangible or intangible Cultural Heritage; f) include services or facilities related to defense, judiciary, law enforcement, security, correctional facilities, and other related areas; and g) require land acquisition. &nbsp; 5. How are the activities covered selected? The LEAP uses a clear and transparent prioritization process to ensure that resources are directed to where they can have the greatest and most immediate impact. The prioritization methodology was prepared by a committee, composed of representatives from the Ministry of Finance, Ministry of Public Works and Transport, Ministry of Environment, CDR and National Council for Scientific Research - Lebanon (CNRS-L), using data collected by CNRS-L. The methodology was approved by the Council of Ministers on March 27, 2025, Decision 4/2025 (Minutes Number 7). During implementation, the project will also coordinate closely with local authorities and stakeholders to ensure that interventions are responsive to community needs and that recovery is inclusive and sustainable. Under Component 1, Immediate Response, activities will be prioritized based on urgency and their ability to create conditions necessary for recovery. This includes actions that must start immediately, such as safe and well-planned rubble management, securing structurally unsound buildings, assessing damage to cultural heritage sites, and restoring road access to heavily damaged areas. The focus is on measures that reduce further damage and protect public safety. Under Components 2 and 3, Rapid Recovery of Services, an area-based prioritization for service restoration will be used to determine the order of priority for districts and localities. Prioritization is based on three criteria:lowest intensity of damage to enable a quicker recovery and resumption of economic activity;highest winter population to ensure the greatest number of beneficiaries; andhighest pre-conflict economic activity and potential to contribute to economic development. &nbsp; 6. How will LEAP manage rubble? The LEAP will manage rubble through a safe, well-planned and environmentally responsible approach under Component 1, Immediate Response. Recognizing the significant environmental and public health risks of large-scale debris and lessons from previous conflicts, the rubble management approach is designed to meet higher international standards and minimize negative impacts. The starting point of the LEAP project is the rubble which was already transported to temporary sites following the conflict. The rubble will be transported to treatment centers, which will be located in existing quarry sites or other suitable sites to be determined, where it will be sorted to recover and extract usable materials such as concrete and steel for recycling and reuse in reconstruction efforts. This process reduces the need for new raw material mining and production while lowering carbon dioxide emissions associated with construction material manufacturing. Unusable and hazardous debris will be safely disposed of in the quarry sites, which are rehabilitated as part of the treatment and disposal process, contributing to environmental restoration. Throughout all stages, the LEAP strictly adheres to compulsory environmental guidance issued by the Ministry of Environment, as well as the WB Environmental and Social Standards (ESSs), covering transport, sorting, recycling, and final disposal of unusable and hazardous materials. Contractors are also required to comply with occupational health and safety standards to protect workers and communities. Progress is tracked by measuring total volume of rubble sustainably managed and ensuring compliance with environmental and social standards. Site-specific Environmental and Social Impact Assessments (ESIA), and corresponding Environmental and Social Management Plan (ESMPs) will be prepared depending on the nature and scale of the works, consistent with relevant WB ESSs. &nbsp; 7. What financing mechanisms have been established to support the project? How will additional funding be mobilized? The LEAP is supported by a financing structure that combines an initial WB loan with a framework designed to attract and absorb additional financing as it becomes available. To launch the framework project with its total estimated cost of US$1 billion, an International Bank for Reconstruction and Development (IBRD) loan of US$250 million was approved by the WB Executive Directors to address the most urgent recovery and reconstruction needs in Lebanon. This initial financing, however, covers only a portion of the total project cost covering priority investment needs for the first 18-24 months, leaving a significant financing gap under the LEAP Framework of US$750 million. To bridge this gap, the project is structured to mobilize additional funding from development partners and donors. The project’s design is intentionally flexible, allowing for a rapid scale-up of activities as new financing is secured. This means that as additional resources are mobilized, they can be quickly allocated to priority interventions within the project’s framework. The WB is actively engaging with the international community to identify and secure further financial support, leveraging its convening power and technical expertise to coordinate with other development partners. This approach is informed by global best practices, where the WB has played a catalytic role in mobilizing both public and private sector resources for large-scale recovery efforts. &nbsp; 8. Who will implement the project? What are the roles of different ministries in project implementation? The CDR is delegated with the responsibility for overall Project implementation for all components. It has a mandate focused on reconstruction and development and a proven track record as an implementing agency for WB-financed multi-sectoral infrastructure projects. To manage the project effectively, the CDR will set up a dedicated Project Management Unit (PMU). This unit will be responsible for day-to-day coordination, management, and reporting, and will report directly to the CDR president and Board, internalizing all functions for the LEAP implementation. Beyond the CDR, the Prime Minister, in consultation with the Minister of Finance, will provide overall strategic guidance for the project. The Ministry of Public Works and Transport will have overall leadership and oversight of Project execution. The Ministry of Environment will oversee the rubble management under Component 1a, and the overall implementation of the environmental and social requirements. Other Ministries will provide strategic and technical advice and inputs, including the Ministries of Energy and Water, Education and Higher Education, Social Affairs, and Public Health for the implementation of Component 2 and Component 3 to identify the most urgent needs in prioritized geospatial areas and to develop technical specifications. Given the scale and urgency of reconstruction needs, the Government has enacted key policy decisions to ensure LEAP’s implementation readiness, in line with transparency, efficiency and accountability principles. These were prerequisites for advancing the LEAP loan to the World Bank Board. The Government appointed a full Board of Directors for the CDR for the first time since 2009. These appointments, finalized in May 2025, through an open, merit-based process pave the way for implementing an ambitious institutional modernization agenda for CDR, including complete business process reengineering and digitalization. CDR has also adopted streamlined implementation procedures for LEAP, aligned with international best practices for emergency operations. These procedures include delegated administrative and decision-making authority to the PMU, significantly accelerating internal processes. For example, under LEAP, procurement timelines will be reduced from over a year to just 12 weeks for works and 18 weeks for consultancy services. These procedures were formally adopted by CDR’s Board on February 27, 2025. In addition, the Government committed to strengthen CDR efficiency through selected reform measures which will be financed and delivered under the LEAP in the following areas: (i) administrative and decision-making responsibilities and delegations of decision-making from CDR Board to managerial functions where appropriate, as per international best practices, (ii) business process reengineering to cut and reduce unnecessary processes, including assessment of human resources against organizational requirements and reorganization where necessary; (iii) digitization of financial management and procurement systems to increase transparency and enhance efficiency; and (iv) open access to information, including disclosure policy, monitoring and reporting. &nbsp; 9. What measures are in place to ensure the project is implemented effectively and transparently? To ensure the project is implemented effectively and transparently, several mechanisms have been put in place. First, the PMU within the CDR will hire supervision engineering firms to oversee the implementation of works and report on non-conformities. The supervision firms will ensure that the works are carried out to a satisfactory standard of workmanship and materials, as scheduled, within budget, in accordance with the specifications and drawings, and to acceptable environmental and social standards and site-specific E&S instruments. The CDR will conduct regular site visits and prepare a progress report on a quarterly basis, noting that in the case of any severe or significant accidents on any site, the Bank shall be informed within 24-48 hours. Secondly, a Third-Party Monitoring Agency (TPMA) will be hired by the CDR to regularly monitor project progress, including safe management of rubble. The TPMA will use site visits, satellite images, surveys and document reviews to confirm the eligibility of expenditures and to make any recommendations on improvements across all components. Additionally, the WB is providing the CDR with Hands-on Expanded Implementation Support (HEIS) to ensure efficiency in procurement. Furthermore, an international engineering firm, hired by the WB, will carry out independent checks on the technical, environmental, social, financial and institutional aspects of the project. The firm will verify that transactions are eligible, review procurement processes and confirm results provided by the project team. &nbsp; 10. What are the procurement regulations applied in the project? The LEAP will follow the WB procurement regulations for IPF borrowers for Goods, Works, Non-Consulting and Consulting Services, February 2025. The World Bank has a zero-tolerance policy for corruption, and requires application of, and compliance with, the Bank’s Anti-Corruption Guidelines in all projects it finances along the procurement core principles of value for money, economy, integrity, fitness-for-purpose, efficiency, transparency and fairness. The LEAP will adopt the WB’s standard procurement documents. All measures stipulated by the WB procurement regulations apply to the project including the possibility of submitting complaints to the implementing agency (CDR) and/or to the WB as detailed in the procurement documents. All tenders, procurement plans, and notices of award will be published by the CDR as required under WB procurement regulations. Pre-bid/proposal meetings will be held, and minutes of meetings will be issued to potential bidders/proposers. Bidders/proposers will be informed of any amendments to the tender documents in a uniform, transparent and systematic manner. Finally, the bid/proposal evaluation information will remain confidential and will not be disclosed between bid/proposal submission date and notice of intention to award. All contracts under LEAP are subject to risk-based prior or post review by the WB, with main works contracts subject to the WB’s procurement prior review. &nbsp; 11. How will the use of project financing for its intended purpose be verified? The verification of the use of project financing for its intended purpose is a shared responsibility. The CDR, as the implementing agency, is required by the WB to establish a robust control system to monitor expenditures and ensure that funds have been used for their intended purposes. This would include: (i) recruiting or assigning a fiduciary team, consisting of financial management and procurement specialists, to manage and report on commitments and expenditures; (ii) adopting an accounting software with a separate module for the project to record the transactions; (iii) preparing yearly budgets and quarterly financial reports showing details about the funds used; (iv) recruiting an independent external auditor to audit the project financial statements on a yearly basis; (v) engaging a Third-Party Monitoring Agent (TPMA) to independently monitor and verify project activities and expenditures through site visits, satellite imagery, surveys and document reviews. The WB team will conduct regular reviews to ensure proper documentation and substantiation of expenditures. In addition, an international lender’s engineering firm will be hired to conduct compliance due diligence on fiduciary aspects. &nbsp; 12. How will the project manage the environmental and social aspects associated with the works financed under the project? The project faces substantial environmental and social risks, including those related to rubble management, health and safety, and impacts on vulnerable groups. The LEAP manages these environmental and social (E&S) aspects through an Environmental and Social Commitment Plan (ESCP), which forms part of the Loan Agreement and ensures compliance with WB ESSs. These documents, prepared in consultations with key stakeholders, include key measures such as establishing a PMU with dedicated E&S specialists, providing capacity building and training, and implementing robust monitoring and reporting systems. The LEAP will prepare, disclose, consult on, and implement several E&S instruments, such as Environmental and Social Impact Assessments (ESIAs), Environmental and Social Management Plans (ESMPs), Contractor ESMPs (C-ESMPs), Labor Management Procedures (LMP), Occupational Health and Safety (OHS) Plans, Waste Management Plans (WMP), a SEA/SH (Sexual Exploitation and Abuse/Sexual Harassment) Action Plan, a Security Management Plan (if needed), and a Stakeholder Engagement Plan (SEP). These instruments are integrated into procurement and contract documents, and updated as necessary to address project changes or unforeseen circumstances, ensuring effective E&S risk management throughout the project lifecycle. The CDR will recruit specialized staff in the PMU to oversee E&S risk management, including an occupational health and safety specialist, an environmental specialist, and a social specialist. Other staff in the PMU, contractors and supervision consultants will be trained in occupational health and safety, and community health and safety. CDR will also submit quarterly reports to the WB throughout project implementation to report on the environmental, social, health and safety performance of the project. During implementation, CDR is required to report any significant incidents or accidents related to the project to the WB within 48 hours, followed by a detailed review and the development of a Corrective Action Plan within 20 days to address the root causes and prevent recurrence. &nbsp; 13. Have inclusive stakeholder consultations been conducted? World Bank financing requires that stakeholder consultations be undertaken during the preparation and implementation of WB-funded projects. The Borrower is required to consult with project-affected groups and interested parties—including civil society organizations, government agencies, and private sector—about the E&S impacts and proposed mitigation measures. These consultations start as early as possible, with relevant material provided in a timely manner prior to these consultations and in a form and language that are understandable and accessible to the groups being consulted with. During project preparation, consultations took place from January to April 2025, involving the Ministry of Public Works and Transport, Ministry of Environment, the World Bank, municipalities (including Union of Municipalities of the Southern Suburbs), academic institutions, civil society organizations, and the private sector. Early consultations addressed project design, beneficiary selection, and E&S risk mitigation. Stakeholders expressed overall support for the project and raised concerns about safe rubble removal, disposal and management; adequate resources to manage rubble in an environmentally responsible manner; opportunities for recycling of rubble; and lessons learned from past experiences with rubble management. Stakeholders also expressed the importance of restoring life-line services and enabling people to return to their homes and restore livelihoods.  The CDR prepared a Stakeholder Engagement Plan (SEP) for the LEAP, which provides a detailed framework for engaging stakeholders throughout the project. The SEP’s main goal is to ensure transparent information disclosure and meaningful consultation, with a strong focus on including vulnerable groups such as women, the elderly, persons with disabilities, internally displaced persons (IDPs), and informal waste pickers. The SEP outlines specific engagement methods—focus groups, community consultations, interviews, site visits, and digital outreach—tailored to each stakeholder group and project phase (preparation, implementation, closure). It also details a robust Grievance Mechanism (GM) with multiple accessible channels, clear timelines for response and resolution, and special provisions for sensitive complaints and appeals. Monitoring and reporting are built into the SEP, with bi-annual updates and disaggregated data to ensure transparency and continuous improvement. The draft SEP and Environmental and Social Commitment Plan (ESCP) were disclosed online on April 4, 2025, followed by public consultations in Beirut from April 14–16, 2025. These sessions included ministries, municipalities, and NGOs, who discussed issues such as heritage conservation, project prioritization, municipal capacity, and the need for inclusive design and ongoing engagement with vulnerable populations. The final SEP was disclosed on June 27, 2025. &nbsp; 14. Is there a Grievance Redress Mechanism (GRM) in place? How can enquiries and complaints be raised? A LEAP Grievance Redress Mechanism (GRM) is being developed and will be accessible to the public at large to send project-related suggestions, concerns and complaints. In the meantime, grievances can be submitted via different channels, such as:Telephone: +961-1 980096Fax: +961-1 981 255Email: GRM.LEAP@cdr.gov.lbLetter addressed to the CDR: Address: Tallet al Serail - Riad el Solh, Beirut – Lebanon All complaints will be individually followed up on and documented accordingly in a GRM log. Complaints related to the LEAP can also be sent to the attention of the WB Office in Beirut via zelkhalil@worldbank.org. Alternatively, communities and individuals who believe that they have been, or are likely to be, adversely affected by a WB-supported project may submit their complaints to the WB’s Grievance Redress Service (GRS) or the WB Inspection Panel. Complaints about suspected fraudulent, corrupt, collusive, coercive or obstructive practices under WB Group-financed projects can also be reported to the Integrity Vice Presidency. &nbsp;]]></desc>
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    <title>#ClearHerPath: More women who are blazing a trail in South Asia</title>
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    <url>http://www.worldbank.org/en/news/feature/2026/02/10/-clearherpath-more-women-who-are-blazing-a-trail-in-south-asia</url>
    <lang>English</lang>
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    <displayconttype>Feature Story</displayconttype>
    <masterconttype>Feature Story</masterconttype>
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    <wn_title>#ClearHerPath: More women who are blazing a trail in South Asia</wn_title>
    <wn_desc><![CDATA[ When a woman is empowered economically, the possibilities are endless. She can build businesses, create jobs, strengthen communities, improve a family’s prospects and drive real economic progress. That’s why the World Bank Group is working with countries and partners to prioritize actions that break down barriers &nbsp;and create opportunities for women to reach their potential. In the third part of our three-part series, trailblazing leaders, entrepreneurs and innovators across South Asia show what happens when you #ClearHerPath.  Sairee Chahal, Entrepreneur and Founder, Mahila Money, India I build digital ecosystems that bring women closer to the economic mainstream. I founded SHEROES, driven by a belief that women with access to community, opportunity, and learning reshape their lives and economies. From that emerged Mahila Money, a platform for women entrepreneurs to access loans, financial education, and a peer network. These platforms have connected millions of women to income, credit, and confidence. Today, through Appreciate Capital, I invest in women-led businesses. Watching women informal earners become employers and investors remains the most rewarding part of my journey. I’ve navigated systems that weren’t built with women entrepreneurs in mind. Early on, there were few role models, limited capital for women-led ventures, and questions about credibility. Building in spaces that intersected gender, technology, and finance meant redefining norms. What cleared my path was community, women who believed in the mission, mentors who opened doors, and teams that shared my vision of creating change. Collective progress is potent. When one woman moves forward, she takes others along with her. Access remains the biggest game-changer in terms of capital, networks, and belief. Women need financial systems that see them as participants. Mahila Money shows that a loan or a financial learning circle unlocks potential. Confidence with money, changes how women negotiate, invest, and imagine their futures. To clear the path, we must normalize women leading businesses, owning assets, and building wealth. When inclusion becomes an integral part of infrastructure, young women won’t just join the workforce. They’ll shape it.  Sakia Haque, co-founder Vromonkonna Travelettes, Bangladesh I co-founded Vromonkonna Travelettes when I was a student. I wanted to travel, but societal attitudes suggested that women should not travel alone. Creating this organization brought women travelers together, allowing them to explore the country and beyond. It was never just about travel. We visited all 64 districts on a motorcycle, arranged workshops in schools, discussed reproductive health, and promoted gender equality. Our community has grown to more than 90,000 women. I believe we have contributed meaningfully to the empowerment of women in Bangladesh. There were numerous obstacles along the way. As women traveling across Bangladesh and challenging social norms, we faced hostility—from online harassment to aggressive threats intended to intimidate us.&nbsp; There were also institutional barriers: people questioning our credibility, our safety, and even our right to occupy public spaces. What carried us forward were friends, mentors, fellow travelers, and women in our community. Their encouragement and support cleared the path—emotionally and practically—so I could continue both my medical career and my work on Vromonkonna. Gender equity is the only way. Along with it one has to move towards her passion. Just ask, are you doing the right thing? If yes, move forward.  Dr. Melita Mehjabeen, Academic and Governance Professional, Bangladesh I remember having a board meeting at a listed local textile company, which&nbsp;didn’t&nbsp;have a female washroom or a prayer room. It spoke volumes about how few women had been there before me. In many rooms,&nbsp;I’ve&nbsp;been the only woman. I&nbsp;didn’t&nbsp;have a roadmap. I learned by&nbsp;observing, by asking questions, by being prepared every single day. Every step forward required proving that I belonged.&nbsp;Being well-prepared and proactive is the truest form of respect for your work.&nbsp; I hope to make it easier for the next generation of women to find their place at the table. I want to make sure the door stays open for others.&nbsp; Real difference is made by achieving something and making space for others to do the same.&nbsp; My parents cleared my path. My professor father taught me that knowledge gains meaning when&nbsp;it’s&nbsp;shared. My mother, a government official, broke through barriers with persistence. She supported my journey, caring for my children and even traveling with me to the UK during my PhD. She showed that women can thrive with the right support and determination. The biggest difference&nbsp;comes from seeing someone who has already walked the path. Seeing a woman at a board table or in the C-Suite, leading a team, teaching a class, or running a business, gives young women permission to dream. Representation&nbsp;matters. We need systems that make women’s journeys possible, from safe transport and supportive workplaces to policies that promote inclusion and balance. These structures determine whether women can truly thrive.&nbsp;  Hazrath&nbsp;Rasheed Hussain, Director Legal & Company Secretary,&nbsp;Dhiraagu, Maldives I joined Dhiraagu&nbsp;in 2010, after supporting post-tsunami livelihoods recovery at UNDP Maldives. Witnessing the tsunami’s devastation opened my eyes to how critical connectivity is for the Maldives and drew me to the&nbsp;telecom sector. Stepping into senior leadership in a technology driven industry without a technical background was intimidating. But&nbsp;Dhiraagu’s&nbsp;inclusive and supportive culture encouraged me to ask questions. Colleagues helped me navigate complex technical areas. That mentorship and openness showed me how workplace culture can empower women. Opportunity and support play a role in women’s professional growth. It is rarely the lack of ability that holds women back, but&nbsp;rather limited&nbsp;networks,&nbsp;exposure&nbsp;and access to mentorship. Mentorship programs, networking platforms, supportive workplace policies can give young women confidence,&nbsp;visibility&nbsp;and connections early in their careers. Safe and reliable childcare is the foundation that allows working mothers to balance career and caregiving. Family encouragement has also been crucial in my journey. When women are supported, they are empowered to aim higher and pursue opportunities that once felt out of reach. When&nbsp;opportunity, mentorship, and understanding come together, women lead, innovate, and transform their workplaces and communities.&nbsp;  Aarti Rana, Deputy Chief Executive Officer, Laxmi Sunrise Bank, Nepal Over the years, I have&nbsp;witnessed&nbsp;inclusive finance transform communities and industries--whether it’s by enabling entrepreneurs through access to credit, or supporting clean energy. Growing up, gender was never a limitation. My parents gave me freedom to pursue&nbsp;education and a career of my choice. That foundation shaped everything. Banking is a performance-driven profession, but women often&nbsp;have to&nbsp;work harder to prove themselves. Mentors, along with family support,&nbsp;kept me resilient. What truly clears the path for young women is not just opportunity, but support from families, institutions, and society. For many women, the barrier is access&nbsp;to mentorship, flexibility, and environments that allow them to grow. Policies are important, but culture that values empathy, inclusion and growth is transformative. When I gave birth to my daughter, maternity&nbsp;leave&nbsp;was&nbsp;45 days.&nbsp;Today,&nbsp;maternity leave&nbsp;is over&nbsp;90 days. At Laxmi Sunrise,&nbsp;we’ve&nbsp;built a supportive ecosystem for women with mother-care rooms and&nbsp;flexible&nbsp;hours. Women flourish when there is support from families, from institutions that provide enabling environments, and from societies that recognize women’s contributions.&nbsp; If we can build homes, workplaces, and communities that nurture courage, celebrate competence, and support learning, every woman will be able to define her own success.  Moushumi Shrestha, Director, Shreenagar Agro Group, Nepal I’m beacon of innovation and social entrepreneurship, particularly in Nepal's critical agricultural sector. My journey, deeply rooted in rural Nepal and a fervent commitment to community empowerment, the power of strategic vision and hands-on dedication. Internal emotional barriers --including my fear of societal judgment and the ingrained tendency to prioritize family above my personal aspirations—have been a significant hurdle. Emotional strength, gaining knowledge through continuous learning and practical exposure to build competence helped me face the world with confidence. A powerful personal network supported my journey. My parents provided the best education and exposure. My husband challenges me to strive for perfection and instilled a results-oriented, accountable approach. My children reinforce my belief that "nothing is impossible." My mother and mother-in-law’s helping hands enabled me to balance demanding professional responsibilities with family life. Self confidence clears the path for young women to work and build their careers. Unless and until you build on it yourself, it is impossible to be a change maker. Family support plays an important role. Broader societal and cultural change must shift the perception of women from being secondary players to decision-makers. Supportive policies are essential, not just to give women a voice, but to involve them fully and make them responsible for implementing activities. This hands-on engagement builds confidence and competence. Self-belief, coupled with robust family support and social progress, paves the way for young women to thrive and lead.  Ashcharya Peiris, Fashion Designer and Advocate for Inclusive Futures, Sri Lanka&nbsp; After losing&nbsp;my sight&nbsp;in a bomb blast, I chose to rebuild. I left Banking and discovered new parts of myself. In my darkness, shapes, patterns, and&nbsp;colors&nbsp;formed in my imagination. I described these designs to&nbsp;seamstresses&nbsp;and artisans, touching the models they created until every fold and line matched what I imagined.&nbsp;&nbsp; I create clothing for all backgrounds, shapes, and skin tones. I also travel across Sri Lanka as a&nbsp;speaker and mentor to youth, women, and people with disabilities. I help others rediscover&nbsp;hope. The obstacles I faced were&nbsp;deeply structural.&nbsp; As a woman with a disability, society decided what I could and could not do. But I refused to let my disability define my limits.&nbsp; We must build systems that see women’s potential.&nbsp;For women, especially those with disabilities, accessibility is dignity. We need transportation, workplaces, schools, and public spaces that include everyone. A young woman cannot pursue a dream she cannot physically reach.&nbsp; When girls see women leading, creating and innovating they begin to believe in their own possibilities. Representation has power. Many dreams die because they are discouraged at home. When a family believes in a girl’s potential, that gift of belief becomes a lifelong engine.&nbsp; &nbsp; Nevindaree&nbsp;Premarathne, Founder and CEO, The Makers Global, Sri Lanka Because of the awareness we’re creating across Sri Lanka, people&nbsp;now understand&nbsp;why STEM matters for the future workforce. When young people learn to think creatively, critically, and compassionately, they can drive a country forward.&nbsp;&nbsp;&nbsp;We grow up seeing perceptions, traditions, and expectations placed on women. So even when you want to make a bold decision, your own mindset stops you.&nbsp;My father never limited me because of my gender. If he saw potential in me, he let me explore it. That kind of environment gives you wings.&nbsp; My mentors were the same. They respected my intellect, my performance, and what I brought to the table.&nbsp;Clearing the path for women starts with teaching them how to dream big.&nbsp;Building women’s confidence is everything. Even simple things like letting women express themselves can make a difference.&nbsp;Visible role models are important. More women sharing their stories shows what’s possible.&nbsp;Mentors who understand women’s experiences can change everything. We also need to normalize women taking part in networking events and opportunities that happen after hours. We need safe environments, but&nbsp;we also need to encourage women to take chances.&nbsp;Exposure is another huge factor. Women need to know what opportunities are out there.&nbsp;And of course, there are structural things that need to change: policies, workplace cultures, organizational setups. We need better systems around maternity leave and creating flexible pathways.&nbsp;We need to help young women embrace the value they bring. Diversity brings better ideas, better innovation, and better outcomes. When we create an inclusive environment, everyone benefits.]]></wn_desc>
    <master_recent_date>2026-02-10T12:54:00Z</master_recent_date>
    <short_description>When a woman is empowered economically, the possibilities are endless. She can build businesses, create jobs, strengthen communities, improve a family’s prospects and drive real economic progress.</short_description>
    <desc><![CDATA[ When a woman is empowered economically, the possibilities are endless. She can build businesses, create jobs, strengthen communities, improve a family’s prospects and drive real economic progress. That’s why the World Bank Group is working with countries and partners to prioritize actions that break down barriers &nbsp;and create opportunities for women to reach their potential. In the third part of our three-part series, trailblazing leaders, entrepreneurs and innovators across South Asia show what happens when you #ClearHerPath.  Sairee Chahal, Entrepreneur and Founder, Mahila Money, India I build digital ecosystems that bring women closer to the economic mainstream. I founded SHEROES, driven by a belief that women with access to community, opportunity, and learning reshape their lives and economies. From that emerged Mahila Money, a platform for women entrepreneurs to access loans, financial education, and a peer network. These platforms have connected millions of women to income, credit, and confidence. Today, through Appreciate Capital, I invest in women-led businesses. Watching women informal earners become employers and investors remains the most rewarding part of my journey. I’ve navigated systems that weren’t built with women entrepreneurs in mind. Early on, there were few role models, limited capital for women-led ventures, and questions about credibility. Building in spaces that intersected gender, technology, and finance meant redefining norms. What cleared my path was community, women who believed in the mission, mentors who opened doors, and teams that shared my vision of creating change. Collective progress is potent. When one woman moves forward, she takes others along with her. Access remains the biggest game-changer in terms of capital, networks, and belief. Women need financial systems that see them as participants. Mahila Money shows that a loan or a financial learning circle unlocks potential. Confidence with money, changes how women negotiate, invest, and imagine their futures. To clear the path, we must normalize women leading businesses, owning assets, and building wealth. When inclusion becomes an integral part of infrastructure, young women won’t just join the workforce. They’ll shape it.  Sakia Haque, co-founder Vromonkonna Travelettes, Bangladesh I co-founded Vromonkonna Travelettes when I was a student. I wanted to travel, but societal attitudes suggested that women should not travel alone. Creating this organization brought women travelers together, allowing them to explore the country and beyond. It was never just about travel. We visited all 64 districts on a motorcycle, arranged workshops in schools, discussed reproductive health, and promoted gender equality. Our community has grown to more than 90,000 women. I believe we have contributed meaningfully to the empowerment of women in Bangladesh. There were numerous obstacles along the way. As women traveling across Bangladesh and challenging social norms, we faced hostility—from online harassment to aggressive threats intended to intimidate us.&nbsp; There were also institutional barriers: people questioning our credibility, our safety, and even our right to occupy public spaces. What carried us forward were friends, mentors, fellow travelers, and women in our community. Their encouragement and support cleared the path—emotionally and practically—so I could continue both my medical career and my work on Vromonkonna. Gender equity is the only way. Along with it one has to move towards her passion. Just ask, are you doing the right thing? If yes, move forward.  Dr. Melita Mehjabeen, Academic and Governance Professional, Bangladesh I remember having a board meeting at a listed local textile company, which&nbsp;didn’t&nbsp;have a female washroom or a prayer room. It spoke volumes about how few women had been there before me. In many rooms,&nbsp;I’ve&nbsp;been the only woman. I&nbsp;didn’t&nbsp;have a roadmap. I learned by&nbsp;observing, by asking questions, by being prepared every single day. Every step forward required proving that I belonged.&nbsp;Being well-prepared and proactive is the truest form of respect for your work.&nbsp; I hope to make it easier for the next generation of women to find their place at the table. I want to make sure the door stays open for others.&nbsp; Real difference is made by achieving something and making space for others to do the same.&nbsp; My parents cleared my path. My professor father taught me that knowledge gains meaning when&nbsp;it’s&nbsp;shared. My mother, a government official, broke through barriers with persistence. She supported my journey, caring for my children and even traveling with me to the UK during my PhD. She showed that women can thrive with the right support and determination. The biggest difference&nbsp;comes from seeing someone who has already walked the path. Seeing a woman at a board table or in the C-Suite, leading a team, teaching a class, or running a business, gives young women permission to dream. Representation&nbsp;matters. We need systems that make women’s journeys possible, from safe transport and supportive workplaces to policies that promote inclusion and balance. These structures determine whether women can truly thrive.&nbsp;  Hazrath&nbsp;Rasheed Hussain, Director Legal & Company Secretary,&nbsp;Dhiraagu, Maldives I joined Dhiraagu&nbsp;in 2010, after supporting post-tsunami livelihoods recovery at UNDP Maldives. Witnessing the tsunami’s devastation opened my eyes to how critical connectivity is for the Maldives and drew me to the&nbsp;telecom sector. Stepping into senior leadership in a technology driven industry without a technical background was intimidating. But&nbsp;Dhiraagu’s&nbsp;inclusive and supportive culture encouraged me to ask questions. Colleagues helped me navigate complex technical areas. That mentorship and openness showed me how workplace culture can empower women. Opportunity and support play a role in women’s professional growth. It is rarely the lack of ability that holds women back, but&nbsp;rather limited&nbsp;networks,&nbsp;exposure&nbsp;and access to mentorship. Mentorship programs, networking platforms, supportive workplace policies can give young women confidence,&nbsp;visibility&nbsp;and connections early in their careers. Safe and reliable childcare is the foundation that allows working mothers to balance career and caregiving. Family encouragement has also been crucial in my journey. When women are supported, they are empowered to aim higher and pursue opportunities that once felt out of reach. When&nbsp;opportunity, mentorship, and understanding come together, women lead, innovate, and transform their workplaces and communities.&nbsp;  Aarti Rana, Deputy Chief Executive Officer, Laxmi Sunrise Bank, Nepal Over the years, I have&nbsp;witnessed&nbsp;inclusive finance transform communities and industries--whether it’s by enabling entrepreneurs through access to credit, or supporting clean energy. Growing up, gender was never a limitation. My parents gave me freedom to pursue&nbsp;education and a career of my choice. That foundation shaped everything. Banking is a performance-driven profession, but women often&nbsp;have to&nbsp;work harder to prove themselves. Mentors, along with family support,&nbsp;kept me resilient. What truly clears the path for young women is not just opportunity, but support from families, institutions, and society. For many women, the barrier is access&nbsp;to mentorship, flexibility, and environments that allow them to grow. Policies are important, but culture that values empathy, inclusion and growth is transformative. When I gave birth to my daughter, maternity&nbsp;leave&nbsp;was&nbsp;45 days.&nbsp;Today,&nbsp;maternity leave&nbsp;is over&nbsp;90 days. At Laxmi Sunrise,&nbsp;we’ve&nbsp;built a supportive ecosystem for women with mother-care rooms and&nbsp;flexible&nbsp;hours. Women flourish when there is support from families, from institutions that provide enabling environments, and from societies that recognize women’s contributions.&nbsp; If we can build homes, workplaces, and communities that nurture courage, celebrate competence, and support learning, every woman will be able to define her own success.  Moushumi Shrestha, Director, Shreenagar Agro Group, Nepal I’m beacon of innovation and social entrepreneurship, particularly in Nepal's critical agricultural sector. My journey, deeply rooted in rural Nepal and a fervent commitment to community empowerment, the power of strategic vision and hands-on dedication. Internal emotional barriers --including my fear of societal judgment and the ingrained tendency to prioritize family above my personal aspirations—have been a significant hurdle. Emotional strength, gaining knowledge through continuous learning and practical exposure to build competence helped me face the world with confidence. A powerful personal network supported my journey. My parents provided the best education and exposure. My husband challenges me to strive for perfection and instilled a results-oriented, accountable approach. My children reinforce my belief that "nothing is impossible." My mother and mother-in-law’s helping hands enabled me to balance demanding professional responsibilities with family life. Self confidence clears the path for young women to work and build their careers. Unless and until you build on it yourself, it is impossible to be a change maker. Family support plays an important role. Broader societal and cultural change must shift the perception of women from being secondary players to decision-makers. Supportive policies are essential, not just to give women a voice, but to involve them fully and make them responsible for implementing activities. This hands-on engagement builds confidence and competence. Self-belief, coupled with robust family support and social progress, paves the way for young women to thrive and lead.  Ashcharya Peiris, Fashion Designer and Advocate for Inclusive Futures, Sri Lanka&nbsp; After losing&nbsp;my sight&nbsp;in a bomb blast, I chose to rebuild. I left Banking and discovered new parts of myself. In my darkness, shapes, patterns, and&nbsp;colors&nbsp;formed in my imagination. I described these designs to&nbsp;seamstresses&nbsp;and artisans, touching the models they created until every fold and line matched what I imagined.&nbsp;&nbsp; I create clothing for all backgrounds, shapes, and skin tones. I also travel across Sri Lanka as a&nbsp;speaker and mentor to youth, women, and people with disabilities. I help others rediscover&nbsp;hope. The obstacles I faced were&nbsp;deeply structural.&nbsp; As a woman with a disability, society decided what I could and could not do. But I refused to let my disability define my limits.&nbsp; We must build systems that see women’s potential.&nbsp;For women, especially those with disabilities, accessibility is dignity. We need transportation, workplaces, schools, and public spaces that include everyone. A young woman cannot pursue a dream she cannot physically reach.&nbsp; When girls see women leading, creating and innovating they begin to believe in their own possibilities. Representation has power. Many dreams die because they are discouraged at home. When a family believes in a girl’s potential, that gift of belief becomes a lifelong engine.&nbsp; &nbsp; Nevindaree&nbsp;Premarathne, Founder and CEO, The Makers Global, Sri Lanka Because of the awareness we’re creating across Sri Lanka, people&nbsp;now understand&nbsp;why STEM matters for the future workforce. When young people learn to think creatively, critically, and compassionately, they can drive a country forward.&nbsp;&nbsp;&nbsp;We grow up seeing perceptions, traditions, and expectations placed on women. So even when you want to make a bold decision, your own mindset stops you.&nbsp;My father never limited me because of my gender. If he saw potential in me, he let me explore it. That kind of environment gives you wings.&nbsp; My mentors were the same. They respected my intellect, my performance, and what I brought to the table.&nbsp;Clearing the path for women starts with teaching them how to dream big.&nbsp;Building women’s confidence is everything. Even simple things like letting women express themselves can make a difference.&nbsp;Visible role models are important. More women sharing their stories shows what’s possible.&nbsp;Mentors who understand women’s experiences can change everything. We also need to normalize women taking part in networking events and opportunities that happen after hours. We need safe environments, but&nbsp;we also need to encourage women to take chances.&nbsp;Exposure is another huge factor. Women need to know what opportunities are out there.&nbsp;And of course, there are structural things that need to change: policies, workplace cultures, organizational setups. We need better systems around maternity leave and creating flexible pathways.&nbsp;We need to help young women embrace the value they bring. Diversity brings better ideas, better innovation, and better outcomes. When we create an inclusive environment, everyone benefits.]]></desc>
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    <title>#ClearHerPath: Meet women who are blazing a trail in South Asia</title>
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    <url>http://www.worldbank.org/en/news/feature/2026/01/27/-clearherpath-meet-women-who-are-blazing-a-trail-in-south-asia-s-workforce</url>
    <lang>English</lang>
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    <wn_title>#ClearHerPath: Meet women who are blazing a trail in South Asia</wn_title>
    <wn_desc><![CDATA[ Jobs and economic opportunities open the door for women to reach their full potential, and contribute to the economy, their communities and families. But women across South Asia still face barriers that prevent them from holding a job, climbing the corporate ladder or running a business. And when women do work, they often earn significantly less than men and are denied full benefits and protections. What can be done to boost women’s economic empowerment? Policies that boost job creation for women in high-growth sectors can help more women enter the job market. Services like child care and elderly care can free up women to take on paid work outside their homes. Interventions that increase access to land, credit, and job skills can be game changers for women who want to start a business or qualify for certain jobs. When a woman is empowered economically, the possibilities are endless. In the second part of our three-part series, meet trailblazing leaders, entrepreneurs and innovators across South Asia whose inspiring stories show what happens when you #ClearHerPath.  Nidhi Pant, Co-founder, Science for Society (S4S Technologies), India Science for Society (S4S Technologies) creates sustainable livelihoods for smallholder women farmers. Thousands of women across India use our solar-powered food processing technologies to process surplus produce and earn steady incomes. My work is about dignity, equality, and agency. When a woman becomes an entrepreneur, her community changes — children stay in school longer, families eat better, and aspirations rise. Being a woman in the agri-tech and clean-tech spaces meant constantly proving credibility. I was often the only woman in the room, and it took persistence to be heard. The most instrumental people in shaping my journey have been the women farmers we work with. Seeing their courage when they step out of their homes for the first time to run solar dryers or negotiate with buyers reminds me to never give up. Access is the biggest enabler — access to education, finance, technology, and networks. We also need environments that trust women’s potential — workplaces, families, and policies that make it easier for women to take risks, fail, and grow. For young women, seeing role models who look like them can be transformative. Ultimately, it’s about building spaces where women don’t need permission to lead — they simply do.  Nafira Ahmad, Founder and President, Amplitude, Bangladesh Amplitude eradicates social taboos and discrimination in Bangladesh through community-based initiatives. We’re a team of over 35 youth members and 1,500 volunteers, with 98,000 beneficiaries across Bangladesh. We also make&nbsp;&nbsp; basic resources accessible in underprivileged schools in Dhaka When I started a non-profit in Bangladesh at sixteen, I faced skepticism. People questioned my credibility, leadership, and ability to manage finances. It was difficult to be taken seriously in a space where experience and age are valued over innovation and intent, and women are expected to remain compliant. I learned by doing—failing, adapting, and trying again. Every obstacle became an opportunity. What cleared my path was self-discipline, conviction, and the belief that young women don’t need permission to lead. The community that believed in Amplitude kept me going. They reminded me that change begins with action, and that leadership is built piece by piece. To clear the path for young women, trust them to lead. Too often, women are told they must gain more experience, or “prove themselves” before being given opportunities. That mindset needs to change. We need systems that provide resources, access, and recognition. This includes safer public spaces, equal pay, flexible work environments, and more women in positions of leadership. To see progress, stop asking women to change to fit systems, and instead change systems to fit women.  Zareen Mahmud Hosein, Founding Partner, Snehasish Mahmud & Co. Chartered Accountants, Bangladesh As a woman in a male-dominated profession,&nbsp;I’ve&nbsp;faced doubt in boardrooms, the juggle of motherhood and ambition, and invisible ceilings. But&nbsp;women who walked before me made space. My grandmother founded Ghashful, an NGO that touched thousands of lives. She showed me that women could build institutions and shape communities. Her legacy gave me permission to dream big—and the courage to act on it.&nbsp; I’ve&nbsp;had many mentors, each helping me navigate a different challenge. One of them recommended me for an independent directorship at a bank. Another told me to imagine my critics as aliens, and myself as the normal one. That shift&nbsp;in&nbsp;perspective has been an asset each time I take a bold step forward.&nbsp; Representation matters. So does mentorship. But real transformation comes from infrastructure with intention, that includes flexible work policies that respect both caregiving and ambition&nbsp;and safe, reliable transportation. Leadership pipelines that invest in women also make a difference. I make it a point to pay&nbsp;forward&nbsp;what my mentors did for me. I meet one younger woman every week for coffee and conversation.&nbsp;I invest my time in others’ growth. In return, I grow too.&nbsp; We need to normalize that women can dream big, lead boldly, and still bring their full selves to work—saree, hiking boots, spreadsheets, and all.&nbsp;  Faria Yasmin, Managing Director, Bata, Bangladesh Over 23 years, I have built businesses and transformed organizations.&nbsp; For my sons, I am an example that women can lead complex businesses, and still nurture a strong family. Like many South Asian women, I had to break through structural biases: being the only woman in boardrooms, being questioned for leading operations, and the expectation that women must compromise their ambitions. Balancing motherhood with crisis management and high-pressure decisions was a tough part of my journey. My mindset and supportive mentors helped clear my path. I learned to claim my space, lead with confidence, protect my boundaries, and remain resilient. I also benefited from mentors&nbsp; who pushed me to take on roles many women are not offered. Empowering women requires change. Women need reliable childcare, flexible work structures, and organizational support so they don’t have to choose between a baby and a career. Safe and convenient transport can increase women’s participation. Finally, women must think of themselves as professionals with equal rights to ambition and actively build a career with seriousness, confidence and long-term planning. Women need to be strategic, seek growth, and show up with a leader’s mindset. When internal clarity meets external support, women don’t just participate — they accelerate.  Sonam Pem, Executive Director, Tarayana Foundation, Bhutan I am a social development worker at the Tarayana Foundation, which enables sustainable livelihoods in some of Bhutan’s most disadvantaged rural communities. We improve lives and contribute to nation-building. Working in the remotest parts of Bhutan meant frequent field visits. Some villages involve three days of walking just to reach, sleeping under the open sky and no access to toilets or bathing facilities. In my early years, I was often the only woman on my team.&nbsp; I visited schools where all the faculty members were men. People addressed me as “sir” because they had never encountered a woman from outside their community. I am a mother of three, and have been able to continue my career because of strong support systems. Female leaders who understood my needs as a woman and a mother, and colleagues who supported me during maternity leaves, made a difference in my career. My in-laws sacrificed their time to care for my children, allowing me to work. Strong leadership, enabling policies, and support systems make the biggest difference.&nbsp; Without family support, many women are forced to choose between having a family and pursuing a career. Creating flexible workplace policies, supportive leadership, and community-based care systems ensure that young women can build careers while raising families.  Ashlesha Karki, Deputy Managing Director, Hotel Mechi Crown, Nepal Hotel Mechi Crown has shaped our community and contributed to Nepal’s tourism landscape. Our hotel has created employment for hundreds of young people, supported local vendors and farmers, and helped build an ecosystem of opportunity. Our hotel also showed what curated hospitality experiences could mean for the nation’s economy. I am fortunate to have a support system that believed in me and stood up for my right to grow. My family never made me feel “less capable”. But the outside world was not as kind. As a young woman stepping into leadership, there were times I was quietly dismissed. From senior colleagues to outside officials, I had to prove my capability. I remember a meeting in a well-known organisation where I shared a thoughtful input. One respected senior man refused to look up. It was deliberate disregard. In that moment, I understood what so many women face daily: being treated as invisible. That moment pushed me to stand up for myself and every woman who is overlooked. Change begins at home. When families trust women with responsibility, decision-making, and leadership, the world opens up. Young women need environments where their voices are heard. And finally, we need safe transportation, supportive policies, mentorship programs, and flexible work structures that allow women to build sustainable careers. But the single most transformative change is normalizing women working, deciding, leading and succeeding. That is how we rewrite the narrative.  Sonika Manandhar, Co-Founder and CTO, Aloi Global, Nepal I co-founded Aloi, a fintech platform that helps farmers and small green businesses access financing. As a woman in tech and finance, being taken seriously was the first battle. I’ve had my expertise questioned in rooms where I was the most qualified person. I often had to prove myself twice just to be seen once.&nbsp; I’m here because my parents invested in my education. They never told me to limit myself because I was a girl. Their belief built the foundation that allowed me to walk into spaces women weren’t expected to be in.&nbsp; Women mentors and global networks gave me a platform when local doors were slower to open. And my own stubbornness and curiosity led me to venture into an unexplored path - refusing to accept that leadership, innovation, or finance are ‘not for women’. Talent exists everywhere; opportunity does not. We must remove the barriers that shrink girls’ choices.&nbsp;Families and schools must nurture ambition. Girls shouldn’t be told to be “realistic” while boys are told to dream big. A single encouraging adult can rewrite a girl’s belief in what is possible. Second, systems must make access fair. That means finance designed for women entrepreneurs, safe and reliable transportation, and workplaces that support women in leadership and caregiving roles. Finally, we must normalize women in roles they’ve historically been absent from, such as leading companies, building technology, and shaping policy. When girls grow up seeing women everywhere making decisions, they don’t question whether they belong there, too.&nbsp;  Lonali Rodrigo, Fashion Designer and Founder, House of Lonali, Sri Lanka House of Lonali upcycles post-industrial and post-consumer textile waste into beautiful, wearable designs. My journey began with my love for design, but it was shaped by my&nbsp; grandmother’s spirit of empowering women and my father’s entrepreneurial drive. I combine creativity with purpose — advocating for mindful consumption, sustainable communities, and women’s empowerment through design and entrepreneurship. I’ve created livelihood opportunities, reduced textile waste, and inspired a community of conscious consumers. I’ve faced challenges anyone on a creative and entrepreneurial path might encounter. I’ve been fortunate to have male allies in my life who supported me. I’ve also been inspired by incredible women and their stories of courage and perseverance. My makers have been my greatest teachers. Through their lives, I’ve learned some of the most meaningful and humbling lessons that shape how I lead. Simply believing in young women and showing them that challenges are part of everyone’s journey can normalize hardships and give courage. In a world where we are constantly following influencers and trends, it’s both difficult and essential to find your self. Helping young women discover their passions is key. Truly enjoying every part of your work — even the hard parts — transforms challenges into strength. Ultimately, it’s the mindset, the way we approach and embrace our journey, that can clear the path for young women to thrive.]]></wn_desc>
    <master_recent_date>2026-01-27T11:10:00Z</master_recent_date>
    <short_description>Jobs and economic opportunities open the door for women to reach their full potential, and contribute to the economy, their communities and families. But women across South Asia still face barriers that prevent them from holding a job, climbing the corporate ladder or running a business.</short_description>
    <desc><![CDATA[ Jobs and economic opportunities open the door for women to reach their full potential, and contribute to the economy, their communities and families. But women across South Asia still face barriers that prevent them from holding a job, climbing the corporate ladder or running a business. And when women do work, they often earn significantly less than men and are denied full benefits and protections. What can be done to boost women’s economic empowerment? Policies that boost job creation for women in high-growth sectors can help more women enter the job market. Services like child care and elderly care can free up women to take on paid work outside their homes. Interventions that increase access to land, credit, and job skills can be game changers for women who want to start a business or qualify for certain jobs. When a woman is empowered economically, the possibilities are endless. In the second part of our three-part series, meet trailblazing leaders, entrepreneurs and innovators across South Asia whose inspiring stories show what happens when you #ClearHerPath.  Nidhi Pant, Co-founder, Science for Society (S4S Technologies), India Science for Society (S4S Technologies) creates sustainable livelihoods for smallholder women farmers. Thousands of women across India use our solar-powered food processing technologies to process surplus produce and earn steady incomes. My work is about dignity, equality, and agency. When a woman becomes an entrepreneur, her community changes — children stay in school longer, families eat better, and aspirations rise. Being a woman in the agri-tech and clean-tech spaces meant constantly proving credibility. I was often the only woman in the room, and it took persistence to be heard. The most instrumental people in shaping my journey have been the women farmers we work with. Seeing their courage when they step out of their homes for the first time to run solar dryers or negotiate with buyers reminds me to never give up. Access is the biggest enabler — access to education, finance, technology, and networks. We also need environments that trust women’s potential — workplaces, families, and policies that make it easier for women to take risks, fail, and grow. For young women, seeing role models who look like them can be transformative. Ultimately, it’s about building spaces where women don’t need permission to lead — they simply do.  Nafira Ahmad, Founder and President, Amplitude, Bangladesh Amplitude eradicates social taboos and discrimination in Bangladesh through community-based initiatives. We’re a team of over 35 youth members and 1,500 volunteers, with 98,000 beneficiaries across Bangladesh. We also make&nbsp;&nbsp; basic resources accessible in underprivileged schools in Dhaka When I started a non-profit in Bangladesh at sixteen, I faced skepticism. People questioned my credibility, leadership, and ability to manage finances. It was difficult to be taken seriously in a space where experience and age are valued over innovation and intent, and women are expected to remain compliant. I learned by doing—failing, adapting, and trying again. Every obstacle became an opportunity. What cleared my path was self-discipline, conviction, and the belief that young women don’t need permission to lead. The community that believed in Amplitude kept me going. They reminded me that change begins with action, and that leadership is built piece by piece. To clear the path for young women, trust them to lead. Too often, women are told they must gain more experience, or “prove themselves” before being given opportunities. That mindset needs to change. We need systems that provide resources, access, and recognition. This includes safer public spaces, equal pay, flexible work environments, and more women in positions of leadership. To see progress, stop asking women to change to fit systems, and instead change systems to fit women.  Zareen Mahmud Hosein, Founding Partner, Snehasish Mahmud & Co. Chartered Accountants, Bangladesh As a woman in a male-dominated profession,&nbsp;I’ve&nbsp;faced doubt in boardrooms, the juggle of motherhood and ambition, and invisible ceilings. But&nbsp;women who walked before me made space. My grandmother founded Ghashful, an NGO that touched thousands of lives. She showed me that women could build institutions and shape communities. Her legacy gave me permission to dream big—and the courage to act on it.&nbsp; I’ve&nbsp;had many mentors, each helping me navigate a different challenge. One of them recommended me for an independent directorship at a bank. Another told me to imagine my critics as aliens, and myself as the normal one. That shift&nbsp;in&nbsp;perspective has been an asset each time I take a bold step forward.&nbsp; Representation matters. So does mentorship. But real transformation comes from infrastructure with intention, that includes flexible work policies that respect both caregiving and ambition&nbsp;and safe, reliable transportation. Leadership pipelines that invest in women also make a difference. I make it a point to pay&nbsp;forward&nbsp;what my mentors did for me. I meet one younger woman every week for coffee and conversation.&nbsp;I invest my time in others’ growth. In return, I grow too.&nbsp; We need to normalize that women can dream big, lead boldly, and still bring their full selves to work—saree, hiking boots, spreadsheets, and all.&nbsp;  Faria Yasmin, Managing Director, Bata, Bangladesh Over 23 years, I have built businesses and transformed organizations.&nbsp; For my sons, I am an example that women can lead complex businesses, and still nurture a strong family. Like many South Asian women, I had to break through structural biases: being the only woman in boardrooms, being questioned for leading operations, and the expectation that women must compromise their ambitions. Balancing motherhood with crisis management and high-pressure decisions was a tough part of my journey. My mindset and supportive mentors helped clear my path. I learned to claim my space, lead with confidence, protect my boundaries, and remain resilient. I also benefited from mentors&nbsp; who pushed me to take on roles many women are not offered. Empowering women requires change. Women need reliable childcare, flexible work structures, and organizational support so they don’t have to choose between a baby and a career. Safe and convenient transport can increase women’s participation. Finally, women must think of themselves as professionals with equal rights to ambition and actively build a career with seriousness, confidence and long-term planning. Women need to be strategic, seek growth, and show up with a leader’s mindset. When internal clarity meets external support, women don’t just participate — they accelerate.  Sonam Pem, Executive Director, Tarayana Foundation, Bhutan I am a social development worker at the Tarayana Foundation, which enables sustainable livelihoods in some of Bhutan’s most disadvantaged rural communities. We improve lives and contribute to nation-building. Working in the remotest parts of Bhutan meant frequent field visits. Some villages involve three days of walking just to reach, sleeping under the open sky and no access to toilets or bathing facilities. In my early years, I was often the only woman on my team.&nbsp; I visited schools where all the faculty members were men. People addressed me as “sir” because they had never encountered a woman from outside their community. I am a mother of three, and have been able to continue my career because of strong support systems. Female leaders who understood my needs as a woman and a mother, and colleagues who supported me during maternity leaves, made a difference in my career. My in-laws sacrificed their time to care for my children, allowing me to work. Strong leadership, enabling policies, and support systems make the biggest difference.&nbsp; Without family support, many women are forced to choose between having a family and pursuing a career. Creating flexible workplace policies, supportive leadership, and community-based care systems ensure that young women can build careers while raising families.  Ashlesha Karki, Deputy Managing Director, Hotel Mechi Crown, Nepal Hotel Mechi Crown has shaped our community and contributed to Nepal’s tourism landscape. Our hotel has created employment for hundreds of young people, supported local vendors and farmers, and helped build an ecosystem of opportunity. Our hotel also showed what curated hospitality experiences could mean for the nation’s economy. I am fortunate to have a support system that believed in me and stood up for my right to grow. My family never made me feel “less capable”. But the outside world was not as kind. As a young woman stepping into leadership, there were times I was quietly dismissed. From senior colleagues to outside officials, I had to prove my capability. I remember a meeting in a well-known organisation where I shared a thoughtful input. One respected senior man refused to look up. It was deliberate disregard. In that moment, I understood what so many women face daily: being treated as invisible. That moment pushed me to stand up for myself and every woman who is overlooked. Change begins at home. When families trust women with responsibility, decision-making, and leadership, the world opens up. Young women need environments where their voices are heard. And finally, we need safe transportation, supportive policies, mentorship programs, and flexible work structures that allow women to build sustainable careers. But the single most transformative change is normalizing women working, deciding, leading and succeeding. That is how we rewrite the narrative.  Sonika Manandhar, Co-Founder and CTO, Aloi Global, Nepal I co-founded Aloi, a fintech platform that helps farmers and small green businesses access financing. As a woman in tech and finance, being taken seriously was the first battle. I’ve had my expertise questioned in rooms where I was the most qualified person. I often had to prove myself twice just to be seen once.&nbsp; I’m here because my parents invested in my education. They never told me to limit myself because I was a girl. Their belief built the foundation that allowed me to walk into spaces women weren’t expected to be in.&nbsp; Women mentors and global networks gave me a platform when local doors were slower to open. And my own stubbornness and curiosity led me to venture into an unexplored path - refusing to accept that leadership, innovation, or finance are ‘not for women’. Talent exists everywhere; opportunity does not. We must remove the barriers that shrink girls’ choices.&nbsp;Families and schools must nurture ambition. Girls shouldn’t be told to be “realistic” while boys are told to dream big. A single encouraging adult can rewrite a girl’s belief in what is possible. Second, systems must make access fair. That means finance designed for women entrepreneurs, safe and reliable transportation, and workplaces that support women in leadership and caregiving roles. Finally, we must normalize women in roles they’ve historically been absent from, such as leading companies, building technology, and shaping policy. When girls grow up seeing women everywhere making decisions, they don’t question whether they belong there, too.&nbsp;  Lonali Rodrigo, Fashion Designer and Founder, House of Lonali, Sri Lanka House of Lonali upcycles post-industrial and post-consumer textile waste into beautiful, wearable designs. My journey began with my love for design, but it was shaped by my&nbsp; grandmother’s spirit of empowering women and my father’s entrepreneurial drive. I combine creativity with purpose — advocating for mindful consumption, sustainable communities, and women’s empowerment through design and entrepreneurship. I’ve created livelihood opportunities, reduced textile waste, and inspired a community of conscious consumers. I’ve faced challenges anyone on a creative and entrepreneurial path might encounter. I’ve been fortunate to have male allies in my life who supported me. I’ve also been inspired by incredible women and their stories of courage and perseverance. My makers have been my greatest teachers. Through their lives, I’ve learned some of the most meaningful and humbling lessons that shape how I lead. Simply believing in young women and showing them that challenges are part of everyone’s journey can normalize hardships and give courage. In a world where we are constantly following influencers and trends, it’s both difficult and essential to find your self. Helping young women discover their passions is key. Truly enjoying every part of your work — even the hard parts — transforms challenges into strength. Ultimately, it’s the mindset, the way we approach and embrace our journey, that can clear the path for young women to thrive.]]></desc>
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    <wn_desc><![CDATA[ BEIRUT, January 27, 2026 – The World Bank Board of Executive Directors approved&nbsp;yesterday US$350 million in new financing to help Lebanon meet the basic needs of the poor and vulnerable during its economic and financial recovery and improve the delivery of high-impact public services through digital transformation of the public sector. The approved investments span two new projects aimed to positively impact people’s lives by providing social protection to the poor, promoting the economic inclusion of women, youth and vulnerable groups, strengthening social protection delivery systems and accelerating the digitalization of key public services. “Lebanon is witnessing a fragile recovery. The World Bank’s new financing package is designed to deliver broad, high-impact benefits across society by advancing social protection, economic inclusion, and digital transformation,"&nbsp;said&nbsp;Jean-Christophe Carret, World Bank Division Director,&nbsp;Middle East Department. “These efforts will strengthen Lebanon’s economic recovery, job creation, and the country’s ability to deliver high-impact public services to all its citizens.” Lebanon’s multidimensional crises have severely exacerbated preexisting economic and social challenges, pushing people into poverty and exposing households to severe food insecurity, poor nutrition, and limited access to healthcare, with significant consequences to human capital. The crises also led to an acute deterioration in public service delivery. Despite recent progress in the digitalization of certain public services, institutional gaps and insufficient implementation capacity have constrained the digital transformation agenda. The&nbsp;Social Safety Net Enhancement and System Building Project&nbsp;(US$200 million) aims to continue strengthening Lebanon’s social protection delivery system while complementing government financing of cash transfers. The project will adopt an integrated approach of providing cash transfers to poor and vulnerable Lebanese households while concurrently increasing access to economic opportunities and social services with a focus on women, youth, and the vulnerable. The project will also strengthen systems and institutions for effective and sustainable delivery of social safety net programs, namely the enhancement to the DAEM platform –which has been supporting the implementation of the AMAN cash transfer program– to allow it to function as a comprehensive social registry and serve other government programs. The project builds on an ongoing ambitious reform agenda that the Government is implementing to improve the effectiveness and efficiency of social protection in Lebanon, with an emphasis on increasing domestic budget allocations to the Government’s social protection program, enhancing program dynamism through regular recertification and registration of eligible households, and strengthening systems to improve shock-preparedness. The&nbsp;Lebanon Digital Acceleration Project (US$150 million) will provide citizens with better access to essential government services and economic opportunities, empower businesses and entrepreneurs through a more secure digital environment and expanded market access, and enable the government to improve service delivery and operational efficiency through enhanced digital platforms and data capabilities. Project activities include the provision of secure and efficient infrastructure for hosting government data and investments in Lebanon’s overall cybersecurity. The project will also strengthen the legal, institutional, and human capital foundations of a trusted and inclusive digital transformation. It will support the effective implementation of infrastructure and platforms. Finally, the project will pilot the digitalization of select public services with high potential to improve government transparency and efficiency, citizen benefits, and climate resilience.]]></wn_desc>
    <master_recent_date>2026-01-27T07:30:00Z</master_recent_date>
    <short_description>The World Bank Board of Executive Directors approved yesterday US$350 million in new financing to help Lebanon meet the basic needs of the poor and vulnerable during its economic and financial recovery and improve the delivery of high-impact public services through digital transformation of the public sector. The approved investments span two new projects aimed to positively impact people’s lives by providing social protection to the poor, promoting the economic inclusion of women, youth and vulnerable groups, strengthening social protection delivery systems and accelerating the digitalization of key public services.</short_description>
    <desc><![CDATA[ BEIRUT, January 27, 2026 – The World Bank Board of Executive Directors approved&nbsp;yesterday US$350 million in new financing to help Lebanon meet the basic needs of the poor and vulnerable during its economic and financial recovery and improve the delivery of high-impact public services through digital transformation of the public sector. The approved investments span two new projects aimed to positively impact people’s lives by providing social protection to the poor, promoting the economic inclusion of women, youth and vulnerable groups, strengthening social protection delivery systems and accelerating the digitalization of key public services. “Lebanon is witnessing a fragile recovery. The World Bank’s new financing package is designed to deliver broad, high-impact benefits across society by advancing social protection, economic inclusion, and digital transformation,"&nbsp;said&nbsp;Jean-Christophe Carret, World Bank Division Director,&nbsp;Middle East Department. “These efforts will strengthen Lebanon’s economic recovery, job creation, and the country’s ability to deliver high-impact public services to all its citizens.” Lebanon’s multidimensional crises have severely exacerbated preexisting economic and social challenges, pushing people into poverty and exposing households to severe food insecurity, poor nutrition, and limited access to healthcare, with significant consequences to human capital. The crises also led to an acute deterioration in public service delivery. Despite recent progress in the digitalization of certain public services, institutional gaps and insufficient implementation capacity have constrained the digital transformation agenda. The&nbsp;Social Safety Net Enhancement and System Building Project&nbsp;(US$200 million) aims to continue strengthening Lebanon’s social protection delivery system while complementing government financing of cash transfers. The project will adopt an integrated approach of providing cash transfers to poor and vulnerable Lebanese households while concurrently increasing access to economic opportunities and social services with a focus on women, youth, and the vulnerable. The project will also strengthen systems and institutions for effective and sustainable delivery of social safety net programs, namely the enhancement to the DAEM platform –which has been supporting the implementation of the AMAN cash transfer program– to allow it to function as a comprehensive social registry and serve other government programs. The project builds on an ongoing ambitious reform agenda that the Government is implementing to improve the effectiveness and efficiency of social protection in Lebanon, with an emphasis on increasing domestic budget allocations to the Government’s social protection program, enhancing program dynamism through regular recertification and registration of eligible households, and strengthening systems to improve shock-preparedness. The&nbsp;Lebanon Digital Acceleration Project (US$150 million) will provide citizens with better access to essential government services and economic opportunities, empower businesses and entrepreneurs through a more secure digital environment and expanded market access, and enable the government to improve service delivery and operational efficiency through enhanced digital platforms and data capabilities. Project activities include the provision of secure and efficient infrastructure for hosting government data and investments in Lebanon’s overall cybersecurity. The project will also strengthen the legal, institutional, and human capital foundations of a trusted and inclusive digital transformation. It will support the effective implementation of infrastructure and platforms. Finally, the project will pilot the digitalization of select public services with high potential to improve government transparency and efficiency, citizen benefits, and climate resilience.]]></desc>
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    <title>World Bank Group and Qatar Fund for Development Partner to Promote Jobs, Reconstruction, and Recovery</title>
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    <url>http://www.worldbank.org/en/news/press-release/2026/01/25/world-bank-group-and-qatar-fund-for-development-partner-to-promote-jobs-reconstruction-and-recovery</url>
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    <wn_desc><![CDATA[ Doha, January 25, 2026 – The World Bank Group (WBG) and the Qatar Fund for Development (QFFD) signed a Memorandum of Understanding during the official opening of the World Bank Group’s office in Doha, marking a significant step in strengthening strategic cooperation to deliver innovative and sustainable development solutions globally. The inauguration and signing ceremony was attended by Mr. Ajay Banga, President of the World Bank Group, H.E. Sheikh Thani bin Hamad Al-Thani, Chairperson of QFFD,&nbsp;H.E. Ali bin Ahmed Al-Kuwari, Minister of Finance, H.E. Dr. Mariam&nbsp;bint&nbsp;Ali bin Nasser Al-Misnad, Minister of State for International Cooperation and Vice Chairperson of QFFD,&nbsp;along with senior officials from both institutions.&nbsp; The inauguration of the World Bank Group’s new office established in collaboration with the Ministry of Finance and hosted at QFFD headquarters will support the realization of Qatar National Vision 2030 and enhance the World Bank Group’s engagement with Qatar’s public and private sectors. The office will also serve as a platform to promote outbound investment into emerging markets across the region and globally. This partnership reflects a shared commitment to advancing innovative financing for development, supporting reconstruction, recovery, and job creation across the Middle East, Sub-Saharan Africa, and fragile and conflict-affected contexts. By mobilizing public and private sector instruments, the collaboration will focus on unlocking opportunities in priority sectors for long-term resilience, stability, and inclusive growth,&nbsp;including human capital, energy and mining, agribusiness, and digital development.&nbsp; Under the Memorandum of Understanding, WBG and QFFD intend to explore future collaboration in support of countries aligned with global development priorities, including efforts to expand access to electricity for 300 million people in Sub-Saharan Africa through the M-300 initiative, and to improve the livelihoods of up to 250 million smallholder farmers globally through the World Bank Group’s&nbsp;AgriConnect platform. During the ceremony, Mr. Fahad Hamad Al-Sulaiti, Director General at QFFD,&nbsp;stated:&nbsp;“This milestone reflects the State of Qatar’s long-standing commitment to strengthening partnerships with leading international financial institutions and accelerating the implementation of sustainable development&nbsp;programmes, in line with the goals of Qatar National Vision 2030.”&nbsp; “Our partnership with the Qatar Fund for Development aligns shared strategic priorities and complementary capabilities to drive job creation—supporting economic opportunity in places where employment is essential to long-term stability,” said Mr. Ajay Banga, World Bank Group President.&nbsp;&nbsp; This milestone further reinforces Qatar’s position as a global hub for economic and financial cooperation and highlights QFFD’s role as a catalyst for impactful international partnerships that advance&nbsp;equitable&nbsp;and sustainable development.&nbsp;]]></wn_desc>
    <master_recent_date>2026-01-25T05:55:00Z</master_recent_date>
    <short_description>The World Bank Group (WBG) and the Qatar Fund for Development (QFFD) signed a Memorandum of Understanding during the official opening of the World Bank Group’s office in Doha, advancing strategic cooperation to deliver innovative and sustainable development solutions globally.</short_description>
    <desc><![CDATA[ Doha, January 25, 2026 – The World Bank Group (WBG) and the Qatar Fund for Development (QFFD) signed a Memorandum of Understanding during the official opening of the World Bank Group’s office in Doha, marking a significant step in strengthening strategic cooperation to deliver innovative and sustainable development solutions globally. The inauguration and signing ceremony was attended by Mr. Ajay Banga, President of the World Bank Group, H.E. Sheikh Thani bin Hamad Al-Thani, Chairperson of QFFD,&nbsp;H.E. Ali bin Ahmed Al-Kuwari, Minister of Finance, H.E. Dr. Mariam&nbsp;bint&nbsp;Ali bin Nasser Al-Misnad, Minister of State for International Cooperation and Vice Chairperson of QFFD,&nbsp;along with senior officials from both institutions.&nbsp; The inauguration of the World Bank Group’s new office established in collaboration with the Ministry of Finance and hosted at QFFD headquarters will support the realization of Qatar National Vision 2030 and enhance the World Bank Group’s engagement with Qatar’s public and private sectors. The office will also serve as a platform to promote outbound investment into emerging markets across the region and globally. This partnership reflects a shared commitment to advancing innovative financing for development, supporting reconstruction, recovery, and job creation across the Middle East, Sub-Saharan Africa, and fragile and conflict-affected contexts. By mobilizing public and private sector instruments, the collaboration will focus on unlocking opportunities in priority sectors for long-term resilience, stability, and inclusive growth,&nbsp;including human capital, energy and mining, agribusiness, and digital development.&nbsp; Under the Memorandum of Understanding, WBG and QFFD intend to explore future collaboration in support of countries aligned with global development priorities, including efforts to expand access to electricity for 300 million people in Sub-Saharan Africa through the M-300 initiative, and to improve the livelihoods of up to 250 million smallholder farmers globally through the World Bank Group’s&nbsp;AgriConnect platform. During the ceremony, Mr. Fahad Hamad Al-Sulaiti, Director General at QFFD,&nbsp;stated:&nbsp;“This milestone reflects the State of Qatar’s long-standing commitment to strengthening partnerships with leading international financial institutions and accelerating the implementation of sustainable development&nbsp;programmes, in line with the goals of Qatar National Vision 2030.”&nbsp; “Our partnership with the Qatar Fund for Development aligns shared strategic priorities and complementary capabilities to drive job creation—supporting economic opportunity in places where employment is essential to long-term stability,” said Mr. Ajay Banga, World Bank Group President.&nbsp;&nbsp; This milestone further reinforces Qatar’s position as a global hub for economic and financial cooperation and highlights QFFD’s role as a catalyst for impactful international partnerships that advance&nbsp;equitable&nbsp;and sustainable development.&nbsp;]]></desc>
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    <title>Lebanon: Economic Rebound Marks Cautious Recovery amidst Progress on Reforms</title>
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    <url>http://www.worldbank.org/en/news/press-release/2026/01/22/lebanon-economic-rebound-marks-cautious-recovery-amidst-progress-on-reforms</url>
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    <wn_title>Lebanon: Economic Rebound Marks Cautious Recovery amidst Progress on Reforms</wn_title>
    <wn_desc><![CDATA[ BEIRUT, January 22, 2026 – Lebanon’s economy registered in 2025 positive growth signaling the start of a modest recovery following years of severe contraction. According to the latest World Bank Lebanon Economic Monitor (LEM), real GDP expanded by 3.5% in 2025, reflecting early signs of macroeconomic stabilization, a rebound in tourism, and the impacts of crucial—though uneven—reform progress. The Winter 2025 edition of the LEM titled “A Fragile Rebound” highlights notable progress on Lebanon’s reform agenda with the passing of important economic and judicial laws and key appointments in the civil service, which contributed to greater political and institutional stabilization. Despite these achievements, critical structural reforms, including the “financial gap law” and key sector reforms, are still pending. These reforms are crucial for Lebanon to restore macroeconomic and financial stability and strengthen the impact and effectiveness of sectoral reforms. “Lebanon’s recent economic gain underscores the importance of ongoing reforms,” said&nbsp;Jean-Christophe Carret, World Bank Middle East Division Director. “Sustaining this fragile recovery will require pursuing swifter and more ambitious macro-financial and sectoral reforms to achieve lasting stability and inclusive growth.” The LEM revised Lebanon’s real GDP growth for 2025 downward to 3.5% (from an original estimate of 4.7% in Spring 2025) due to a weaker than expected tourism season given the ongoing conflict, subdued investment and limited reconstruction spending amid uncertainty. The 2025 economic upturn was driven mainly by increased private consumption—supported by strong remittance inflows and greater dollarization of wages—tourism, as well as renewed activity in real estate and construction. Exchange rate stability has held since August 2023, supported by improved tax compliance and prudent fiscal management. Lebanon’s debt-to-GDP ratio is projected to decline in 2025 due to higher nominal GDP, though public debt remains high and the country is still out of international capital markets. The fiscal balance is expected to reach surplus territory on a cash basis, yet revenue mobilization and progressive taxation require further enhancement. Headline inflation is projected to fall to 15.2% in 2025 and is expected to reach single digits in 2026 for the first time since 2019. This downward trend is attributed to the stabilization of the exchange rate and the near-complete dollarization of consumer prices, despite persistent inflation in domestic service sectors such as rent and education. Looking ahead, Lebanon’s economic momentum is forecast to continue, with real GDP growth projected at 4% in 2026 provided reform efforts persist, modest reconstruction inflows materialize, and political stability is maintained. Remittances and tourism will remain critical growth drivers, but risks including delay on critical reforms and regional instability—threaten the fragile recovery.]]></wn_desc>
    <master_recent_date>2026-01-22T09:00:00Z</master_recent_date>
    <short_description>The Winter 2025 issue of the Lebanon Economic Monitor (LEM) titled “A Fragile Rebound?” provides an update on key economic developments and analyzes their implications for the country’s outlook.</short_description>
    <desc><![CDATA[ BEIRUT, January 22, 2026 – Lebanon’s economy registered in 2025 positive growth signaling the start of a modest recovery following years of severe contraction. According to the latest World Bank Lebanon Economic Monitor (LEM), real GDP expanded by 3.5% in 2025, reflecting early signs of macroeconomic stabilization, a rebound in tourism, and the impacts of crucial—though uneven—reform progress. The Winter 2025 edition of the LEM titled “A Fragile Rebound” highlights notable progress on Lebanon’s reform agenda with the passing of important economic and judicial laws and key appointments in the civil service, which contributed to greater political and institutional stabilization. Despite these achievements, critical structural reforms, including the “financial gap law” and key sector reforms, are still pending. These reforms are crucial for Lebanon to restore macroeconomic and financial stability and strengthen the impact and effectiveness of sectoral reforms. “Lebanon’s recent economic gain underscores the importance of ongoing reforms,” said&nbsp;Jean-Christophe Carret, World Bank Middle East Division Director. “Sustaining this fragile recovery will require pursuing swifter and more ambitious macro-financial and sectoral reforms to achieve lasting stability and inclusive growth.” The LEM revised Lebanon’s real GDP growth for 2025 downward to 3.5% (from an original estimate of 4.7% in Spring 2025) due to a weaker than expected tourism season given the ongoing conflict, subdued investment and limited reconstruction spending amid uncertainty. The 2025 economic upturn was driven mainly by increased private consumption—supported by strong remittance inflows and greater dollarization of wages—tourism, as well as renewed activity in real estate and construction. Exchange rate stability has held since August 2023, supported by improved tax compliance and prudent fiscal management. Lebanon’s debt-to-GDP ratio is projected to decline in 2025 due to higher nominal GDP, though public debt remains high and the country is still out of international capital markets. The fiscal balance is expected to reach surplus territory on a cash basis, yet revenue mobilization and progressive taxation require further enhancement. Headline inflation is projected to fall to 15.2% in 2025 and is expected to reach single digits in 2026 for the first time since 2019. This downward trend is attributed to the stabilization of the exchange rate and the near-complete dollarization of consumer prices, despite persistent inflation in domestic service sectors such as rent and education. Looking ahead, Lebanon’s economic momentum is forecast to continue, with real GDP growth projected at 4% in 2026 provided reform efforts persist, modest reconstruction inflows materialize, and political stability is maintained. Remittances and tourism will remain critical growth drivers, but risks including delay on critical reforms and regional instability—threaten the fragile recovery.]]></desc>
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    <wn_title>Libya: Sustained Strong Growth Requires Structural Change to Improve Transparency and Public Financial Management</wn_title>
    <wn_desc><![CDATA[ WASHINGTON, December 17, 2025 — Libya’s economy rebounded strongly in the first nine months of 2025, led by a recovery and expansion in the oil sector, according to the latest World Bank Libya Economic Monitor. However, this growth will require continued reforms to strengthen transparency, accountability, and the delivery of public services. Real GDP is projected to grow by 13.3 percent in 2025, supported by a 17.4 percent surge in oil sector activity, while non-oil GDP is expected to grow by 6.8 percent amid resilient private and public consumption. Oil production averaged 1.3 million barrels per day—an increase from 1.1 million barrels per day in 2024—after earlier disruptions linked to the Central Bank of Libya leadership dispute. This rebound was supported by increased investments, ongoing maintenance in oil projects, and gradual security improvements. Nevertheless, Libya continues to face significant structural, security, and political challenges that weigh on its longer-term economic prospects. Public finances have improved notably, with the Government of National Unity recording a fiscal surplus of 3.6 percent of GDP in the first nine months of 2025, up from 0.7 percent a year earlier. Despite softer global oil prices, hydrocarbon revenues rose by 33 percent—fueled by higher output and the April 2024 devaluation of the Libyan dinar—offsetting lower tax revenues. "The rebound in oil production has lifted growth and improved the fiscal position in 2025. Sustaining this progress will require tackling structural constraints and advancing reforms to strengthen transparency, accountability, and service delivery," said Ahmadou Moustapha Ndiaye, World Bank Division Director for the Maghreb and Malta. The outlook for the rest of 2025 appears broadly positive, provided security conditions remain stable. However, ongoing domestic political dynamics and institutional complexities pose challenges for consistent macro-fiscal management. The report’s Special Focus chapter assesses Libya’s public financial management system. The analysis highlights how institutional fragmentation, parallel budget structures, and heavy reliance on oil revenues have weakened fiscal discipline and service delivery, making planning and execution vulnerable to external shocks. Libya lags behind other fragile and conflict-affected states in budget preparation, execution, and reporting; however, international experience shows that targeted reforms can deliver results even in challenging contexts. Policy recommendations include establishing a Treasury Single Account, strengthening cash management, and revising budget classification to improve transparency and control. &nbsp;]]></wn_desc>
    <master_recent_date>2025-12-17T10:00:00Z</master_recent_date>
    <short_description>Libya’s economy rebounded strongly in the first nine months of 2025, led by a recovery and expansion in the oil sector, according to the latest World Bank Libya Economic Monitor.</short_description>
    <desc><![CDATA[ WASHINGTON, December 17, 2025 — Libya’s economy rebounded strongly in the first nine months of 2025, led by a recovery and expansion in the oil sector, according to the latest World Bank Libya Economic Monitor. However, this growth will require continued reforms to strengthen transparency, accountability, and the delivery of public services. Real GDP is projected to grow by 13.3 percent in 2025, supported by a 17.4 percent surge in oil sector activity, while non-oil GDP is expected to grow by 6.8 percent amid resilient private and public consumption. Oil production averaged 1.3 million barrels per day—an increase from 1.1 million barrels per day in 2024—after earlier disruptions linked to the Central Bank of Libya leadership dispute. This rebound was supported by increased investments, ongoing maintenance in oil projects, and gradual security improvements. Nevertheless, Libya continues to face significant structural, security, and political challenges that weigh on its longer-term economic prospects. Public finances have improved notably, with the Government of National Unity recording a fiscal surplus of 3.6 percent of GDP in the first nine months of 2025, up from 0.7 percent a year earlier. Despite softer global oil prices, hydrocarbon revenues rose by 33 percent—fueled by higher output and the April 2024 devaluation of the Libyan dinar—offsetting lower tax revenues. "The rebound in oil production has lifted growth and improved the fiscal position in 2025. Sustaining this progress will require tackling structural constraints and advancing reforms to strengthen transparency, accountability, and service delivery," said Ahmadou Moustapha Ndiaye, World Bank Division Director for the Maghreb and Malta. The outlook for the rest of 2025 appears broadly positive, provided security conditions remain stable. However, ongoing domestic political dynamics and institutional complexities pose challenges for consistent macro-fiscal management. The report’s Special Focus chapter assesses Libya’s public financial management system. The analysis highlights how institutional fragmentation, parallel budget structures, and heavy reliance on oil revenues have weakened fiscal discipline and service delivery, making planning and execution vulnerable to external shocks. Libya lags behind other fragile and conflict-affected states in budget preparation, execution, and reporting; however, international experience shows that targeted reforms can deliver results even in challenging contexts. Policy recommendations include establishing a Treasury Single Account, strengthening cash management, and revising budget classification to improve transparency and control. &nbsp;]]></desc>
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    <title>The Upper Egypt Local Development Program (UELDP) – Transforming Lives and Local Economies</title>
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    <url>http://www.worldbank.org/en/news/infographic/2025/12/10/the-upper-egypt-local-development-program-ueldp-transforming-lives-and-local-economies</url>
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    <wn_title>The Upper Egypt Local Development Program (UELDP) – Transforming Lives and Local Economies</wn_title>
    <wn_desc>NA</wn_desc>
    <master_recent_date>2025-12-10T14:55:00Z</master_recent_date>
    <short_description>The Upper Egypt Local Development Program (UELDP) is helping unlock the region’s economic potential by improving infrastructure, strengthening local governance, and supporting local businesses.</short_description>
    <desc>The Upper Egypt Local Development Program (UELDP) is helping unlock the region’s economic potential by improving infrastructure, strengthening local governance, and supporting local businesses.</desc>
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    <title>Advancing the World Bank Group Goal: Reaching 1.5 billion people with quality, affordable health services by 2030</title>
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    <url>http://www.worldbank.org/en/news/feature/2025/12/09/advancing-the-world-bank-group-goal-reaching-1-5-billion-people-with-quality-affordable-health-services-by-2030</url>
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    <wn_title>Advancing the World Bank Group Goal: Reaching 1.5 billion people with quality, affordable health services by 2030</wn_title>
    <wn_desc><![CDATA[ Stronger health systems do more than save lives. They create jobs, boost economies, and open the door to new opportunities. Around the world, countries are setting ambitious goals to expand access to health services, and the World Bank Group and global partners are helping to turn those goals into action. At the Universal Health Coverage High-Level Forum in Tokyo, Japan, global leaders came together to share what’s working, exchange innovations, and mobilize support for reforms that strengthen health systems and unlock job-rich growth. Here are 5 things to know about how countries and partners are accelerating progress toward reaching more people with better health services: &nbsp;1. Accelerating Momentum Toward the 1.5 Billion Goal In April 2024, the World Bank Group announced an ambitious goal:help countries deliver affordable, quality health services to 1.5 billion people by 2030. Since then, good progress has been made:375 million people have been reached so far.Work is ongoing across 45 countries, scaling proven primary care models.Efforts focus on expanding access and affordability while creating jobs—from health workers to supply chains to supporting local industries. &nbsp;2. National Health Compacts: Country-Led, Results-Focused Reform Plans Countries are developing five-year, government-endorsed National Health Compacts that align Health and Finance ministries behind measurable reforms. These Compacts focus on improving financial protection and expanding digitally-enabled primary care platforms using proven solutions:Growing the health workforceModernizing facilitiesScaling insurance coverageUsing digital tools to improve service deliveryBalancing curative and preventive care to tackle non-communicable diseases Country examples include digitally connecting health facilities in the Philippines, scaling digital primary care and telemedicine in Indonesia, and expanding insurance coverage with subsidies for vulnerable households in Kenya.  &nbsp;3. Why This Matters Now The 2025 Global Monitoring Report (GMR) sends a clear message: urgency is rising.4.6 billion people still lack essential health services.2.1 billion people face financial hardship due to health expenses. Despite two decades of improvement, progress has slowed. The global effort underway aims to restore momentum, align partners, and accelerate reforms that work at scale. &nbsp;4. Partnerships and Financing Are Aligning Behind Country Priorities To help countries implement their Compacts, partners are coordinating financing and technical support:The World Bank Group, Gavi, and The Global Fund have announced new partnerships, including $2 billion co-financing with each organization.Philanthropic partners are mobilizing up to $410 million - channeled through the Global Financing Facility and the Health System Transformation and Resilience Fund.Technical assistance will be provided by Japan, the United Kingdom, and other global partners.Seed Global Health is supporting Compact countries through workforce assessments and development initiatives. This alignment allows countries to invest, reform, and scale improvements faster and more effectively. &nbsp;5. A New Knowledge Hub to Accelerate Implementation Transforming health systems requires strong collaboration between health and finance ministries. To support this, a new Universal Health Coverage Knowledge Hub has been launched in Tokyo—hosted by Japan, the World Bank Group, and WHO. The Hub provides capacity-building, policy support and knowledge exchange on health financing, equity, and system effectiveness. The first cohort countries include: Cambodia, Egypt, Ethiopia, Ghana, Indonesia, Kenya, Nigeria, and the Philippines.]]></wn_desc>
    <master_recent_date>2025-12-09T17:25:00Z</master_recent_date>
    <short_description>Universal health coverage drives job-rich growth. With National Health Compacts, digital primary care, and aligned financing, countries and partners expand affordable, quality services toward the World Bank Group’s 1.5 billion goal.</short_description>
    <desc><![CDATA[ Stronger health systems do more than save lives. They create jobs, boost economies, and open the door to new opportunities. Around the world, countries are setting ambitious goals to expand access to health services, and the World Bank Group and global partners are helping to turn those goals into action. At the Universal Health Coverage High-Level Forum in Tokyo, Japan, global leaders came together to share what’s working, exchange innovations, and mobilize support for reforms that strengthen health systems and unlock job-rich growth. Here are 5 things to know about how countries and partners are accelerating progress toward reaching more people with better health services: &nbsp;1. Accelerating Momentum Toward the 1.5 Billion Goal In April 2024, the World Bank Group announced an ambitious goal:help countries deliver affordable, quality health services to 1.5 billion people by 2030. Since then, good progress has been made:375 million people have been reached so far.Work is ongoing across 45 countries, scaling proven primary care models.Efforts focus on expanding access and affordability while creating jobs—from health workers to supply chains to supporting local industries. &nbsp;2. National Health Compacts: Country-Led, Results-Focused Reform Plans Countries are developing five-year, government-endorsed National Health Compacts that align Health and Finance ministries behind measurable reforms. These Compacts focus on improving financial protection and expanding digitally-enabled primary care platforms using proven solutions:Growing the health workforceModernizing facilitiesScaling insurance coverageUsing digital tools to improve service deliveryBalancing curative and preventive care to tackle non-communicable diseases Country examples include digitally connecting health facilities in the Philippines, scaling digital primary care and telemedicine in Indonesia, and expanding insurance coverage with subsidies for vulnerable households in Kenya.  &nbsp;3. Why This Matters Now The 2025 Global Monitoring Report (GMR) sends a clear message: urgency is rising.4.6 billion people still lack essential health services.2.1 billion people face financial hardship due to health expenses. Despite two decades of improvement, progress has slowed. The global effort underway aims to restore momentum, align partners, and accelerate reforms that work at scale. &nbsp;4. Partnerships and Financing Are Aligning Behind Country Priorities To help countries implement their Compacts, partners are coordinating financing and technical support:The World Bank Group, Gavi, and The Global Fund have announced new partnerships, including $2 billion co-financing with each organization.Philanthropic partners are mobilizing up to $410 million - channeled through the Global Financing Facility and the Health System Transformation and Resilience Fund.Technical assistance will be provided by Japan, the United Kingdom, and other global partners.Seed Global Health is supporting Compact countries through workforce assessments and development initiatives. This alignment allows countries to invest, reform, and scale improvements faster and more effectively. &nbsp;5. A New Knowledge Hub to Accelerate Implementation Transforming health systems requires strong collaboration between health and finance ministries. To support this, a new Universal Health Coverage Knowledge Hub has been launched in Tokyo—hosted by Japan, the World Bank Group, and WHO. The Hub provides capacity-building, policy support and knowledge exchange on health financing, equity, and system effectiveness. The first cohort countries include: Cambodia, Egypt, Ethiopia, Ghana, Indonesia, Kenya, Nigeria, and the Philippines.]]></desc>
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    <title>Progress Toward 1.5 Billion Health Care Goal Advances as Countries Adopt National Health Compacts</title>
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    <url>http://www.worldbank.org/en/news/press-release/2025/12/06/national-health-compacts-reforms-expand-affordable-care-create-jobs-boost-economic-growth</url>
    <lang>English</lang>
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    <wn_title>Progress Toward 1.5 Billion Health Care Goal Advances as Countries Adopt National Health Compacts</wn_title>
    <wn_desc>Reforms focus on expanding primary care, improving affordability, and supporting job-rich growth TOKYO, Dec. 6, 2025 — Countries and partners today reported continued progress toward the World Bank Group’s goal—set in April 2024—to help deliver affordable, quality health services to 1.5 billion people by 2030. Building on that momentum, 15 countries introduced National Health Compacts, outlining practical, five-year reforms that aim to expand primary health care, improve affordability, and support job-rich economic growth. Since the goal was announced, the World Bank Group and partners have helped countries reach 375 million people with quality, affordable care. Work is now underway with roughly 45 countries to scale proven primary care approaches that strengthen health outcomes while generating employment across health workforces, local supply chains, and supporting industries. This progress comes as governments confront aging populations, rising chronic disease, and financial pressures. The 2025 Global Monitoring Report—released today at the Tokyo Universal Health Coverage High-Level Forum—shows that 4.6 billion people lack access to essential health services and 2.1 billion people face financial hardship due to health expenses. These challenges underscore the need for long-term, coordinated reforms that help countries build more resilient and equitable health systems. “Strong primary health systems do more than safeguard health—they support jobs and economic opportunity,” said Ajay Banga, World Bank Group President. “Countries are stepping forward with clear priorities, and we are working alongside them to deliver practical solutions at scale. When efforts align behind what works, impact grows.” National Health Compacts: Practical, Country-Led RoadmapsIn Tokyo, the 15 participating countries presented National Health Compacts endorsed at the highest levels of government. These Compacts align Health and Finance Ministries behind measurable targets, provide a roadmap for coordinated action, and guide support from development partners around country-led priorities. The reforms focus on three main areas: expanding the reach and quality of primary care, improving financial protection, and strengthening the health workforce. Countries have committed to mobilizing new financing, growing and digitally enabling their health workforce, modernizing facilities, expanding insurance coverage, and using digital tools to improve service delivery. Examples include: Investing in connected, service-ready facilitiesPhilippines is digitally connecting health facilities nationwide.Uzbekistan is digitizing processes to reduce workloads by 30%.Sierra Leone aims for every citizen to access quality primary care within five kilometers, constructing 300 new facilities and equipping 1,800 with solar power and digital connectivity. Diversifying primary care deliveryBangladesh is expanding multi-platform primary care models supported by updated regulation and digital tools.Indonesia is scaling digital primary care, connecting over 600 facilities to hospitals through telemedicine to bring services closer to patients’ homes. Digitally enabling and strengthening the health workforceEthiopia will equip at least 40% of primary health centers with digital tools to support clinical care and workforce management.Saint Lucia is investing in a skilled, digitally enabled workforce and modernizing regulation and education through regional cooperation. Removing financial barriers to careKenya will double public health spending over five years to reach 5% of GDP and expand social health insurance coverage from 26% to 85%, with full subsidies for vulnerable populations.Morocco will extend mandatory health insurance to an additional 22 million people. Boosting regional manufacturing of health products and technologiesNigeria will train 10,000 pharmaceutical and biotech professionals, create Centers of Excellence, and offer tax incentives to expand local production of vaccines, medicines, diagnostics, and health technologies. Supporting Country Priorities Through Partnerships and Financing Progress toward the 1.5 billion goal depends on coordinated support. To help countries advance their National Health Compacts and broader reforms:The World Bank Group, Gavi, and the Global Fund announced aligned financing, including $2 billion co-financed with each institution.Philanthropic partners—working through the Global Financing Facility and the Health Systems Transformation and Resilience Fund—are working to mobilize up to $410 million of philanthropic support to galvanize far greater commitments to critical health areas.Seed Global Health is working with compact countries to build capacity and provide support for assessments, planning, and policy development with a focus on advanced health workforce development.Japan, a long-standing champion of universal health coverage, along with the United Kingdom and others, is providing technical assistance to help countries implement reforms. To strengthen knowledge sharing, Japan, WHO, and the World Bank Group launched the Universal Health Coverage Knowledge Hub, which will support countries with practical, evidence-based solutions and peer learning. The Universal Health Coverage High-Level Forum—co-hosted by the Government of Japan, WHO, and the World Bank Group—brought together health and finance ministers, business leaders, philanthropies, global health agencies, and civil society. The countries that launched National Health Compacts today are Bangladesh, Egypt, Ethiopia, Fiji, Indonesia, Mexico, Morocco, Nigeria, Philippines, Sierra Leone, Syria, Tajikistan, Uganda, Uzbekistan, Zambia. See all National Health Compacts here.</wn_desc>
    <master_recent_date>2025-12-06T10:45:00Z</master_recent_date>
    <short_description><![CDATA[15 countries unveil major health reforms with the World Bank Group to expand affordable care & create jobs. Explore the 5 key approaches.]]></short_description>
    <desc>Reforms focus on expanding primary care, improving affordability, and supporting job-rich growth TOKYO, Dec. 6, 2025 — Countries and partners today reported continued progress toward the World Bank Group’s goal—set in April 2024—to help deliver affordable, quality health services to 1.5 billion people by 2030. Building on that momentum, 15 countries introduced National Health Compacts, outlining practical, five-year reforms that aim to expand primary health care, improve affordability, and support job-rich economic growth. Since the goal was announced, the World Bank Group and partners have helped countries reach 375 million people with quality, affordable care. Work is now underway with roughly 45 countries to scale proven primary care approaches that strengthen health outcomes while generating employment across health workforces, local supply chains, and supporting industries. This progress comes as governments confront aging populations, rising chronic disease, and financial pressures. The 2025 Global Monitoring Report—released today at the Tokyo Universal Health Coverage High-Level Forum—shows that 4.6 billion people lack access to essential health services and 2.1 billion people face financial hardship due to health expenses. These challenges underscore the need for long-term, coordinated reforms that help countries build more resilient and equitable health systems. “Strong primary health systems do more than safeguard health—they support jobs and economic opportunity,” said Ajay Banga, World Bank Group President. “Countries are stepping forward with clear priorities, and we are working alongside them to deliver practical solutions at scale. When efforts align behind what works, impact grows.” National Health Compacts: Practical, Country-Led RoadmapsIn Tokyo, the 15 participating countries presented National Health Compacts endorsed at the highest levels of government. These Compacts align Health and Finance Ministries behind measurable targets, provide a roadmap for coordinated action, and guide support from development partners around country-led priorities. The reforms focus on three main areas: expanding the reach and quality of primary care, improving financial protection, and strengthening the health workforce. Countries have committed to mobilizing new financing, growing and digitally enabling their health workforce, modernizing facilities, expanding insurance coverage, and using digital tools to improve service delivery. Examples include: Investing in connected, service-ready facilitiesPhilippines is digitally connecting health facilities nationwide.Uzbekistan is digitizing processes to reduce workloads by 30%.Sierra Leone aims for every citizen to access quality primary care within five kilometers, constructing 300 new facilities and equipping 1,800 with solar power and digital connectivity. Diversifying primary care deliveryBangladesh is expanding multi-platform primary care models supported by updated regulation and digital tools.Indonesia is scaling digital primary care, connecting over 600 facilities to hospitals through telemedicine to bring services closer to patients’ homes. Digitally enabling and strengthening the health workforceEthiopia will equip at least 40% of primary health centers with digital tools to support clinical care and workforce management.Saint Lucia is investing in a skilled, digitally enabled workforce and modernizing regulation and education through regional cooperation. Removing financial barriers to careKenya will double public health spending over five years to reach 5% of GDP and expand social health insurance coverage from 26% to 85%, with full subsidies for vulnerable populations.Morocco will extend mandatory health insurance to an additional 22 million people. Boosting regional manufacturing of health products and technologiesNigeria will train 10,000 pharmaceutical and biotech professionals, create Centers of Excellence, and offer tax incentives to expand local production of vaccines, medicines, diagnostics, and health technologies. Supporting Country Priorities Through Partnerships and Financing Progress toward the 1.5 billion goal depends on coordinated support. To help countries advance their National Health Compacts and broader reforms:The World Bank Group, Gavi, and the Global Fund announced aligned financing, including $2 billion co-financed with each institution.Philanthropic partners—working through the Global Financing Facility and the Health Systems Transformation and Resilience Fund—are working to mobilize up to $410 million of philanthropic support to galvanize far greater commitments to critical health areas.Seed Global Health is working with compact countries to build capacity and provide support for assessments, planning, and policy development with a focus on advanced health workforce development.Japan, a long-standing champion of universal health coverage, along with the United Kingdom and others, is providing technical assistance to help countries implement reforms. To strengthen knowledge sharing, Japan, WHO, and the World Bank Group launched the Universal Health Coverage Knowledge Hub, which will support countries with practical, evidence-based solutions and peer learning. The Universal Health Coverage High-Level Forum—co-hosted by the Government of Japan, WHO, and the World Bank Group—brought together health and finance ministers, business leaders, philanthropies, global health agencies, and civil society. The countries that launched National Health Compacts today are Bangladesh, Egypt, Ethiopia, Fiji, Indonesia, Mexico, Morocco, Nigeria, Philippines, Sierra Leone, Syria, Tajikistan, Uganda, Uzbekistan, Zambia. See all National Health Compacts here.</desc>
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    <title>GCC Economies Demonstrate Resilience, Advance Diversification, and Accelerate Digital Transformation</title>
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    <url>http://www.worldbank.org/en/news/press-release/2025/12/04/gcc-economies-demonstrate-resilience-advance-diversification-and-accelerate-digital-transformation</url>
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    <wn_title>GCC Economies Demonstrate Resilience, Advance Diversification, and Accelerate Digital Transformation</wn_title>
    <wn_desc><![CDATA[World Bank’s Gulf Economic Update reviews a decade of economic diversification, highlights strong momentum in recent years, and a surge in AI-driven digital transformation WASHINGTON, December 4, 2025 – Economic growth across the Gulf Cooperation Council (GCC) is gaining momentum in 2025, supported by structural reforms and rapid digital innovation. According to the latest edition of the Gulf Economic Update (GEU)- Fall 2025, the United Arab Emirates (UAE) is expected to expand by 4.8%, Saudi Arabia by 3.8%, Bahrain by 3.5%, Oman by 3.1%, Qatar by 2.8%, and Kuwait by 2.7%. Sustaining this trajectory will require continued progress on national Vision strategies and disciplined fiscal management to mitigate risks from oil price fluctuations, geopolitical tensions, and potential reform slowdowns. The report, titled "The Gulf’s Digital Transformation: A Powerful Engine for Economic Diversification," focuses on three critical areas: economic diversification, macroeconomic stability, and digital transformation, while navigating global uncertainty and oil market volatility. The report takes stock of a decade of diversification efforts across the GCC, showing moderate advancement over the past decade, although most recent trends are promising. Hydrocarbons still dominate fiscal positions, making their role persistently central in influencing economic plans and development strategies. Non-oil exports remain modest with chemicals dominating non-oil exports. The transition away from oil dependence remains a work in progress. The report highlights the Gulf’s rapid digital transformation and accelerating adoption of Artificial Intelligence (AI). All GCC countries now boast advanced telecom networks, with 5G coverage exceeding 90%, high-speed internet, and affordable connectivity. Significant investments in data centers and high-performance computing systems are driving AI readiness, with Saudi Arabia and the United Arab Emirates emerging as regional and even global leaders. Their progress is supported by vibrant startup ecosystems, strong venture funding, and government integration of generative AI applications. "Diversification and digital transformation are no longer optional. They are essential for long-term stability and prosperity. Strategic investments in non-oil sectors and innovation will be critical to sustaining growth and stability," said Safaa El Tayeb El Kogali, World Bank Division Director for the Gulf Cooperation Council. "The GCC’s digital leap is remarkable. With robust infrastructure and growing compute power, skills and competencies in Artificial intelligence (AI) capabilities, the region is well-placed to lead in innovation, provided we address labor and environmental challenges proactively." Women’s participation in STEM fields surpasses the global average, further reinforcing the region’s digital competitiveness. To maximize the benefits of diversification and digital transformation, the GEU recommends supporting small and medium-sized enterprises (SMEs) in adopting AI, strengthening innovation ecosystems, implementing reskilling programs to mitigate labor market disruptions Regional cooperation on digital infrastructure and the establishment of AI centers of excellence will be critical to building a unified digital market and advancing transformation across the Middle East, North Africa, Afghanistan, and Pakistan (MENAAP) region. &nbsp;GCC Countries Outlook Bahrain: Growth remains robust, propelled by non-oil sectors—especially financial services and tourism. Infrastructure, gas, logistics, fintech, and tourism investments support the medium-term outlook, though high deficits and elevated public debt sustain fiscal pressures. Real GDP is projected to grow 3.5% in 2025. Kuwait: After contractions in 2023 and 2024 due to regional instability, subdued oil prices, and OPEC+ cuts, growth is turning positive in 2025, supported by higher oil exports. The recently passed financing and liquidity law enabling public debt issuance is a constructive step toward easing fiscal pressures. Real GDP is expected to grow 2.7% in 2025. Oman: Diversification is gaining pace, with non-hydrocarbon sectors increasingly driving growth. Real GDP is projected to expand by 3.1% in 2025, with further acceleration in the medium term. Qatar: Non-oil sectors remain strong and external surpluses robust despite lower hydrocarbon prices. The North Field expansion will significantly boost LNG output, reinforcing Qatar’s role in global markets. Fiscal and current account surpluses are expected to remain strong. Real GDP growth is projected at 2.8% in 2025. Saudi Arabia: Economic momentum is strengthening across oil and non-oil sectors. Real GDP growth is expected at 3.8% in 2025. Softer oil prices are widening the fiscal deficit, with the debt-to-GDP ratio rising toward 32% following recent borrowing. Ongoing Vision 2030 reforms and liberalized foreign ownership rules should support investment inflows. United Arab Emirates: The UAE continues to post strong, broad-based growth with a balanced oil and non-oil mix. Real GDP is projected to reach 4.8% in 2025, and the country is leading in diversifying its export base.]]></wn_desc>
    <master_recent_date>2025-12-04T22:56:00Z</master_recent_date>
    <short_description>The World Bank’s Gulf Economic Update reviews a decade of economic diversification, highlights strong momentum in recent years, and a surge in AI-driven digital transformation.</short_description>
    <desc><![CDATA[World Bank’s Gulf Economic Update reviews a decade of economic diversification, highlights strong momentum in recent years, and a surge in AI-driven digital transformation WASHINGTON, December 4, 2025 – Economic growth across the Gulf Cooperation Council (GCC) is gaining momentum in 2025, supported by structural reforms and rapid digital innovation. According to the latest edition of the Gulf Economic Update (GEU)- Fall 2025, the United Arab Emirates (UAE) is expected to expand by 4.8%, Saudi Arabia by 3.8%, Bahrain by 3.5%, Oman by 3.1%, Qatar by 2.8%, and Kuwait by 2.7%. Sustaining this trajectory will require continued progress on national Vision strategies and disciplined fiscal management to mitigate risks from oil price fluctuations, geopolitical tensions, and potential reform slowdowns. The report, titled "The Gulf’s Digital Transformation: A Powerful Engine for Economic Diversification," focuses on three critical areas: economic diversification, macroeconomic stability, and digital transformation, while navigating global uncertainty and oil market volatility. The report takes stock of a decade of diversification efforts across the GCC, showing moderate advancement over the past decade, although most recent trends are promising. Hydrocarbons still dominate fiscal positions, making their role persistently central in influencing economic plans and development strategies. Non-oil exports remain modest with chemicals dominating non-oil exports. The transition away from oil dependence remains a work in progress. The report highlights the Gulf’s rapid digital transformation and accelerating adoption of Artificial Intelligence (AI). All GCC countries now boast advanced telecom networks, with 5G coverage exceeding 90%, high-speed internet, and affordable connectivity. Significant investments in data centers and high-performance computing systems are driving AI readiness, with Saudi Arabia and the United Arab Emirates emerging as regional and even global leaders. Their progress is supported by vibrant startup ecosystems, strong venture funding, and government integration of generative AI applications. "Diversification and digital transformation are no longer optional. They are essential for long-term stability and prosperity. Strategic investments in non-oil sectors and innovation will be critical to sustaining growth and stability," said Safaa El Tayeb El Kogali, World Bank Division Director for the Gulf Cooperation Council. "The GCC’s digital leap is remarkable. With robust infrastructure and growing compute power, skills and competencies in Artificial intelligence (AI) capabilities, the region is well-placed to lead in innovation, provided we address labor and environmental challenges proactively." Women’s participation in STEM fields surpasses the global average, further reinforcing the region’s digital competitiveness. To maximize the benefits of diversification and digital transformation, the GEU recommends supporting small and medium-sized enterprises (SMEs) in adopting AI, strengthening innovation ecosystems, implementing reskilling programs to mitigate labor market disruptions Regional cooperation on digital infrastructure and the establishment of AI centers of excellence will be critical to building a unified digital market and advancing transformation across the Middle East, North Africa, Afghanistan, and Pakistan (MENAAP) region. &nbsp;GCC Countries Outlook Bahrain: Growth remains robust, propelled by non-oil sectors—especially financial services and tourism. Infrastructure, gas, logistics, fintech, and tourism investments support the medium-term outlook, though high deficits and elevated public debt sustain fiscal pressures. Real GDP is projected to grow 3.5% in 2025. Kuwait: After contractions in 2023 and 2024 due to regional instability, subdued oil prices, and OPEC+ cuts, growth is turning positive in 2025, supported by higher oil exports. The recently passed financing and liquidity law enabling public debt issuance is a constructive step toward easing fiscal pressures. Real GDP is expected to grow 2.7% in 2025. Oman: Diversification is gaining pace, with non-hydrocarbon sectors increasingly driving growth. Real GDP is projected to expand by 3.1% in 2025, with further acceleration in the medium term. Qatar: Non-oil sectors remain strong and external surpluses robust despite lower hydrocarbon prices. The North Field expansion will significantly boost LNG output, reinforcing Qatar’s role in global markets. Fiscal and current account surpluses are expected to remain strong. Real GDP growth is projected at 2.8% in 2025. Saudi Arabia: Economic momentum is strengthening across oil and non-oil sectors. Real GDP growth is expected at 3.8% in 2025. Softer oil prices are widening the fiscal deficit, with the debt-to-GDP ratio rising toward 32% following recent borrowing. Ongoing Vision 2030 reforms and liberalized foreign ownership rules should support investment inflows. United Arab Emirates: The UAE continues to post strong, broad-based growth with a balanced oil and non-oil mix. Real GDP is projected to reach 4.8% in 2025, and the country is leading in diversifying its export base.]]></desc>
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    <title>More Jobs, Better Jobs: the Engine for Egypt’s Future Growth</title>
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    <url>http://www.worldbank.org/en/news/feature/2025/11/24/more-jobs-better-jobs-the-engine-for-egypt-s-future-growth</url>
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    <wn_title>More Jobs, Better Jobs: the Engine for Egypt’s Future Growth</wn_title>
    <wn_desc> Every year, an average of 1.3 million young Egyptians enter the labor market, yet in the same year, only about half a million jobs are created. Additionally, a large majority of women in Egypt are either unemployed or not participating in the labor force. This imbalance underscores the urgency of accelerating job creation—and the immense potential that Egypt’s youth have to create a more sustainable and prosperous future for the country. Achieving full youth employment could increase GDP by 36 percent, and closing the gender employment gap could raise it by an estimated 68 percent. The government’s new economic development narrative, shaped by national priorities and drawing on insights from the World Bank Group and other partners, emphasizes that job creation goes beyond simply increasing employment figures. Achieving sustainable growth requires robust institutions, effective regulations, macroeconomic stability, and an inclusive environment that empowers women and youth. If these measures are fully realized, Egypt’s economy could grow by more than 6 percent annually between 2026 and 2050, generating as many as 2.3 million jobs each year. Empowering Businesses to Create Jobs The private sector already produces about 75 percent of Egypt’s GDP and employs more than 80 percent of the workforce, making it the natural engine of job growth. Yet its full potential is held back by several structural barriers. Access to finance remains limited, with private sector credit standing at less than 30 percent of GDP compared to 47 percent in lower middle-income economies and 135 percent in middle-income countries. State-owned enterprises remain prominent, with 561 entities active in 18 sectors. While the 2022 State Ownership Policy has introduced reforms, the significant presence of these enterprises may present challenges to fostering competition and innovation. Trade barriers and logistics also pose significant constraints to Egypt’s export competitiveness and private sector growth. By easing these constraints—through predictable regulations, better access to land, labor, and capital, and greater transparency—Egypt can strengthen its investment climate and unlock the full potential of private sector-led job creation. Egypt has taken important initial steps to help businesses start, grow, and create jobs. Efforts are underway under the Digital Egypt program to expand online company registration, e-signatures, and e-payments, while ongoing customs modernization is gradually reducing cargo release times—from 16 to 8 days so far. Continued efforts to effectively implement these initiatives on the ground are crucial to ensure citizens can truly benefit from them. Complementary measures to expand access to finance for SMEs, strengthen industrial land allocation, and modernize technical and vocational training will also be key to translating reforms into tangible job creation. Transforming Vision into Action The World Bank Group is working hand in hand with Egypt to translate reforms into real opportunities for people and businesses. One such initiative is the Catalyzing Entrepreneurship for Job Creation Project, which provides both financial support—such as debt financing and equity investments that help small and growing businesses access capital—and non-financial support, including training, mentorship, and advisory services that strengthen business skills and improve access to markets. The project has already created more than 400,000 jobs and supported over 200,000 beneficiaries, 40 percent of whom are women and 40 percent are young people. This project is also nurturing innovation. “Our vision is to build an integrated platform that helps companies manage, incentivize and develop their blue-collar workers. We also aim to provide opportunities for growth and support services for the blue-collar workers themselves,” says Farah Osman, co-founder of Bluworks, an HR-tech startup supported by the program. In Upper Egypt, the World Bank’s Local Development Program is helping businesses in the governorates of Qena, Sohag, Minya, and Assiut access new markets, modernize their operations, and expand. More than 79,000 businesses have already benefited from the program’s support, leading to the creation of around 9,000 jobs. Eighty percent of participating businesses reported that the program had a positive impact on their growth and competitiveness. "The program helped in training and increasing the number of workers," says Naeema Mohamed Abed, who revived the traditional textile Ferka craft and created new opportunities for women in her community. Across multiple sectors, the International Finance Corporation (IFC) is investing in businesses that create and sustain quality jobs—particularly for women and youth. In retail, for example, IFC’s $30 million loan and earlier $15 million equity investment in Kazyon, Egypt’s largest discount grocery chain, are helping the company expand into Morocco and across the region. The investment is supporting 750 new stores and two distribution centers, expected to generate up to 30,000 jobs over the next five years. Beyond direct employment, the project strengthens local supply chains, engages small suppliers, and integrates women into the company’s recruitment and promotion framework—demonstrating how private investment can translate into inclusive, lasting job opportunities. Jobs of the Future The jobs of tomorrow also must be better than those of yesterday. Over the last two decades, most new jobs in Egypt have been created in lower value-added, non-tradable sectors such as construction, retail, and transport. While these sectors remain important, future growth lies in higher-value-added industries. Non-oil manufacturing—including textiles, pharmaceuticals, food processing, electronics, and automotive—offers significant opportunities for expansion. Renewable energy is emerging as a key sector as Egypt advances toward a green transition, while information technology and digital services are growing rapidly alongside the country’s digital transformation. Healthcare will expand in response to population growth and rising demand, and tourism will continue to play a vital role by leveraging Egypt’s rich cultural heritage and natural assets. The World Bank Group has supported the development of Egypt’s Industrial Development and Trade Enhancement Strategy, a roadmap that identifies reforms to boost manufacturing, exports, and job creation in high value-added sectors. It has also provided technical assistance for a new Foreign Direct Investment Strategy, designed to attract investors and channel capital into 13 sectors with strong employment potential. Complementing these efforts, the Bank has advanced analytical work on trade logistics to help reduce trade costs, improve connectivity, and strengthen the link between industrial growth and job creation. Together, these strategies are helping the government define a clearer pathway for private-sector-led, export-driven, and sustainable job growth, forming key building blocks of Egypt’s emerging national economic narrative. Investing in these sectors will diversify the economy, create higher-quality jobs, and spread opportunity beyond the traditional centers of Cairo and Alexandria into governorates across the country. "Creating more and better jobs is the most pressing challenge and greatest opportunity for Egypt’s future," said Stéphane Guimbert, World Bank Division Director for Egypt, Yemen and Djibouti. "Egypt is already taking important steps to empower businesses as engines of job creation, and sustained high-level commitment will be essential to ensure all Egyptians benefit from these efforts. The World Bank Group remains a steadfast partner in supporting reforms and programs that turn this potential into inclusive and sustainable growth." "Lasting job creation depends on a dynamic private sector," said Cheick-Oumar Sylla, IFC’s Division Director for North Africa and the Horn of Africa. "Through our investments and advisory work, IFC is helping Egyptian companies grow, integrate more women and youth into the workforce, and expand across borders – in alignment with the government’s reform agenda and the World Bank’s efforts to strengthen the enabling environment for businesses to thrive."</wn_desc>
    <master_recent_date>2025-11-24T02:21:00Z</master_recent_date>
    <short_description>Every year, an average of 1.3 million young Egyptians enter the labor market, yet in the same year, only about half a million jobs are created. Additionally, a large majority of women in Egypt are either unemployed or not participating in the labor force.</short_description>
    <desc> Every year, an average of 1.3 million young Egyptians enter the labor market, yet in the same year, only about half a million jobs are created. Additionally, a large majority of women in Egypt are either unemployed or not participating in the labor force. This imbalance underscores the urgency of accelerating job creation—and the immense potential that Egypt’s youth have to create a more sustainable and prosperous future for the country. Achieving full youth employment could increase GDP by 36 percent, and closing the gender employment gap could raise it by an estimated 68 percent. The government’s new economic development narrative, shaped by national priorities and drawing on insights from the World Bank Group and other partners, emphasizes that job creation goes beyond simply increasing employment figures. Achieving sustainable growth requires robust institutions, effective regulations, macroeconomic stability, and an inclusive environment that empowers women and youth. If these measures are fully realized, Egypt’s economy could grow by more than 6 percent annually between 2026 and 2050, generating as many as 2.3 million jobs each year. Empowering Businesses to Create Jobs The private sector already produces about 75 percent of Egypt’s GDP and employs more than 80 percent of the workforce, making it the natural engine of job growth. Yet its full potential is held back by several structural barriers. Access to finance remains limited, with private sector credit standing at less than 30 percent of GDP compared to 47 percent in lower middle-income economies and 135 percent in middle-income countries. State-owned enterprises remain prominent, with 561 entities active in 18 sectors. While the 2022 State Ownership Policy has introduced reforms, the significant presence of these enterprises may present challenges to fostering competition and innovation. Trade barriers and logistics also pose significant constraints to Egypt’s export competitiveness and private sector growth. By easing these constraints—through predictable regulations, better access to land, labor, and capital, and greater transparency—Egypt can strengthen its investment climate and unlock the full potential of private sector-led job creation. Egypt has taken important initial steps to help businesses start, grow, and create jobs. Efforts are underway under the Digital Egypt program to expand online company registration, e-signatures, and e-payments, while ongoing customs modernization is gradually reducing cargo release times—from 16 to 8 days so far. Continued efforts to effectively implement these initiatives on the ground are crucial to ensure citizens can truly benefit from them. Complementary measures to expand access to finance for SMEs, strengthen industrial land allocation, and modernize technical and vocational training will also be key to translating reforms into tangible job creation. Transforming Vision into Action The World Bank Group is working hand in hand with Egypt to translate reforms into real opportunities for people and businesses. One such initiative is the Catalyzing Entrepreneurship for Job Creation Project, which provides both financial support—such as debt financing and equity investments that help small and growing businesses access capital—and non-financial support, including training, mentorship, and advisory services that strengthen business skills and improve access to markets. The project has already created more than 400,000 jobs and supported over 200,000 beneficiaries, 40 percent of whom are women and 40 percent are young people. This project is also nurturing innovation. “Our vision is to build an integrated platform that helps companies manage, incentivize and develop their blue-collar workers. We also aim to provide opportunities for growth and support services for the blue-collar workers themselves,” says Farah Osman, co-founder of Bluworks, an HR-tech startup supported by the program. In Upper Egypt, the World Bank’s Local Development Program is helping businesses in the governorates of Qena, Sohag, Minya, and Assiut access new markets, modernize their operations, and expand. More than 79,000 businesses have already benefited from the program’s support, leading to the creation of around 9,000 jobs. Eighty percent of participating businesses reported that the program had a positive impact on their growth and competitiveness. "The program helped in training and increasing the number of workers," says Naeema Mohamed Abed, who revived the traditional textile Ferka craft and created new opportunities for women in her community. Across multiple sectors, the International Finance Corporation (IFC) is investing in businesses that create and sustain quality jobs—particularly for women and youth. In retail, for example, IFC’s $30 million loan and earlier $15 million equity investment in Kazyon, Egypt’s largest discount grocery chain, are helping the company expand into Morocco and across the region. The investment is supporting 750 new stores and two distribution centers, expected to generate up to 30,000 jobs over the next five years. Beyond direct employment, the project strengthens local supply chains, engages small suppliers, and integrates women into the company’s recruitment and promotion framework—demonstrating how private investment can translate into inclusive, lasting job opportunities. Jobs of the Future The jobs of tomorrow also must be better than those of yesterday. Over the last two decades, most new jobs in Egypt have been created in lower value-added, non-tradable sectors such as construction, retail, and transport. While these sectors remain important, future growth lies in higher-value-added industries. Non-oil manufacturing—including textiles, pharmaceuticals, food processing, electronics, and automotive—offers significant opportunities for expansion. Renewable energy is emerging as a key sector as Egypt advances toward a green transition, while information technology and digital services are growing rapidly alongside the country’s digital transformation. Healthcare will expand in response to population growth and rising demand, and tourism will continue to play a vital role by leveraging Egypt’s rich cultural heritage and natural assets. The World Bank Group has supported the development of Egypt’s Industrial Development and Trade Enhancement Strategy, a roadmap that identifies reforms to boost manufacturing, exports, and job creation in high value-added sectors. It has also provided technical assistance for a new Foreign Direct Investment Strategy, designed to attract investors and channel capital into 13 sectors with strong employment potential. Complementing these efforts, the Bank has advanced analytical work on trade logistics to help reduce trade costs, improve connectivity, and strengthen the link between industrial growth and job creation. Together, these strategies are helping the government define a clearer pathway for private-sector-led, export-driven, and sustainable job growth, forming key building blocks of Egypt’s emerging national economic narrative. Investing in these sectors will diversify the economy, create higher-quality jobs, and spread opportunity beyond the traditional centers of Cairo and Alexandria into governorates across the country. "Creating more and better jobs is the most pressing challenge and greatest opportunity for Egypt’s future," said Stéphane Guimbert, World Bank Division Director for Egypt, Yemen and Djibouti. "Egypt is already taking important steps to empower businesses as engines of job creation, and sustained high-level commitment will be essential to ensure all Egyptians benefit from these efforts. The World Bank Group remains a steadfast partner in supporting reforms and programs that turn this potential into inclusive and sustainable growth." "Lasting job creation depends on a dynamic private sector," said Cheick-Oumar Sylla, IFC’s Division Director for North Africa and the Horn of Africa. "Through our investments and advisory work, IFC is helping Egyptian companies grow, integrate more women and youth into the workforce, and expand across borders – in alignment with the government’s reform agenda and the World Bank’s efforts to strengthen the enabling environment for businesses to thrive."</desc>
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    <title>Sustainable Fisheries for Yemen’s Resilience</title>
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    <url>http://www.worldbank.org/en/news/feature/2025/11/20/sustainable-fisheries-for-yemen-s-resilience</url>
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    <wn_title>Sustainable Fisheries for Yemen’s Resilience</wn_title>
    <wn_desc><![CDATA[ Yemen’s fisheries sector, one of the main sources of food and income for coastal communities, has been severely strained by years of conflict and climate pressures. Damaged landing sites, limited access to ice and cold storage, rising fuel costs, and weakened transportation networks have made it difficult for fishers to earn a stable living and keep fish affordable for local markets. Yet across the coastline, a quiet recovery is underway. Through the $45 million Sustainable Fishery Development in the Red Sea and Gulf of Aden (SFISH) Program, the World Bank and partners such as UNDP and the Small and Micro Enterprise Promotion Service (SMEPS), and the Public Works Project (PWP) are helping communities regain stability and build long-term resilience. "SFISH has transformed livelihoods across Yemen. By rebuilding critical infrastructure, revitalizing fishing value chains, generating jobs, and securing food systems, it is making a tangible difference for thousands of households," said Maria Sarraf, Regional Manager, World Bank. A Sector Facing Enormous StrainBefore conflict erupted in 2014, Yemen was a major regional player in fisheries, driven largely by artisanal fishers. Fisheries were the country’s second-largest export sector, contributing 3% percent of GDP and providing jobs and livelihoods to 1.7 million people. Years of war, weak regulation, and rising fuel costs have devastated the sector -damaging boats, landing sites, and cold storage facilities while driving food insecurity. Exports have fallen by 25%, and catches could drop a further 23% by mid-century. Meanwhile the number of fishers has dramatically increased, adding pressure to the limited resources. In the Gulf of Aden alone, the number of&nbsp;fishing boats increased from 8,000 to 13,000 in the last two decades. Climate change accelerated the challenges, with acidification and warmer seas reducing fish stocks. Yet the sea remains both a lifeline and a source of hope. Empowering Fishers and EntrepreneursSince the project’s launch, nearly 4,000 fishers and entrepreneurs have received support from SFISH, enabling them to increase productivity and incomes. So far, the project has contributed to the creation and improvement of over 7,300 jobs. Among the beneficiaries, over 800 female entrepreneurs received funding to help them adopt modern, sustainable practices while opening business opportunities along the fish value chain. For Anwar, a mother of five, the impact has been transformative. "The grant opened doors for my family's livelihood and improved our economic situation. Before the training, I had no experience or capital. Now, with the tools and knowledge gained, we can create and produce more effectively.” The project is rehabilitating nine landing sites, each serving up to 1,500 fishers, allowing fishers to reduce post-harvest losses and ease market access. At the Al Qurn Governorate site - long neglected since its construction in 1998 - new auction halls, sanitation facilities, and utility networks have been restored, along with flood-protection walls to boost climate resilience. These upgrades are improving working conditions, reducing spoilage, and increasing incomes for fishers and traders. &nbsp;   &nbsp; SFISH has promoted sustainable business models along the value chain. In Al Mahra Governorate, the Bawazir Ice & Fish Preservation Factory installed a solar-power system with SFISH support, cutting energy costs by one quarter. The switch improved reliability, created local jobs, and reduced carbon emissions. "We faced many challenges. Sometimes, the factory would have to stop because of the fuel shortage. There’s a clear difference between how the factory operated before and how it works now with solar energy. Production increased, prices are lower, and both buyers and fishermen are pleased," said Abdullah Omar Ba Wazir, owner of Bawazir. In Hadramout Governorate, the Al-Sahel Packaging Facility has become a success story. With SFISH support, daily output increased by 300%, new markets have opened, and products have diversified. The facility is now pursuing international certification to meet global standards and expand exports. Strengthening Regional CollaborationBeyond national interventions, SFISH is supporting regional efforts in collaboration with the Regional Organization for the Conservation of the Environment of the Red Sea and Gulf of Aden (PERGSA) to strengthen fisheries management and marine sustainability. A regional protocol signed by Djibouti, Jordan, Saudi Arabia, Sudan, and Yemen is strengthening fish-stock data. In parallel, a regional action plan to address illegal, unreported, and unregulated fishing has been developed, along with a regional contingency plan for oil and chemical spills to enhance preparedness and environmental protection. Toward a Resilient and Sustainable Future Despite years of conflict and climate pressures, Yemen’s fisheries remain a source of food, identity, and dignity. The SFISH program is helping communities rebuild that foundation and shape a more resilient, equitable, and sustainable future. SFISH is exploring aquaculture to reduce pressure on wild fisheries. Community-based fisheries management plans are underway, and mariculture opportunities such as spiny lobster and sea cucumber farming have been identified. The program’s results demonstrate that even in the most challenging circumstances, progress can take root.]]></wn_desc>
    <master_recent_date>2025-11-20T15:48:00Z</master_recent_date>
    <short_description>Despite years of conflict and climate pressures, Yemen’s fisheries remain a source of food, identity, and dignity.</short_description>
    <desc><![CDATA[ Yemen’s fisheries sector, one of the main sources of food and income for coastal communities, has been severely strained by years of conflict and climate pressures. Damaged landing sites, limited access to ice and cold storage, rising fuel costs, and weakened transportation networks have made it difficult for fishers to earn a stable living and keep fish affordable for local markets. Yet across the coastline, a quiet recovery is underway. Through the $45 million Sustainable Fishery Development in the Red Sea and Gulf of Aden (SFISH) Program, the World Bank and partners such as UNDP and the Small and Micro Enterprise Promotion Service (SMEPS), and the Public Works Project (PWP) are helping communities regain stability and build long-term resilience. "SFISH has transformed livelihoods across Yemen. By rebuilding critical infrastructure, revitalizing fishing value chains, generating jobs, and securing food systems, it is making a tangible difference for thousands of households," said Maria Sarraf, Regional Manager, World Bank. A Sector Facing Enormous StrainBefore conflict erupted in 2014, Yemen was a major regional player in fisheries, driven largely by artisanal fishers. Fisheries were the country’s second-largest export sector, contributing 3% percent of GDP and providing jobs and livelihoods to 1.7 million people. Years of war, weak regulation, and rising fuel costs have devastated the sector -damaging boats, landing sites, and cold storage facilities while driving food insecurity. Exports have fallen by 25%, and catches could drop a further 23% by mid-century. Meanwhile the number of fishers has dramatically increased, adding pressure to the limited resources. In the Gulf of Aden alone, the number of&nbsp;fishing boats increased from 8,000 to 13,000 in the last two decades. Climate change accelerated the challenges, with acidification and warmer seas reducing fish stocks. Yet the sea remains both a lifeline and a source of hope. Empowering Fishers and EntrepreneursSince the project’s launch, nearly 4,000 fishers and entrepreneurs have received support from SFISH, enabling them to increase productivity and incomes. So far, the project has contributed to the creation and improvement of over 7,300 jobs. Among the beneficiaries, over 800 female entrepreneurs received funding to help them adopt modern, sustainable practices while opening business opportunities along the fish value chain. For Anwar, a mother of five, the impact has been transformative. "The grant opened doors for my family's livelihood and improved our economic situation. Before the training, I had no experience or capital. Now, with the tools and knowledge gained, we can create and produce more effectively.” The project is rehabilitating nine landing sites, each serving up to 1,500 fishers, allowing fishers to reduce post-harvest losses and ease market access. At the Al Qurn Governorate site - long neglected since its construction in 1998 - new auction halls, sanitation facilities, and utility networks have been restored, along with flood-protection walls to boost climate resilience. These upgrades are improving working conditions, reducing spoilage, and increasing incomes for fishers and traders. &nbsp;   &nbsp; SFISH has promoted sustainable business models along the value chain. In Al Mahra Governorate, the Bawazir Ice & Fish Preservation Factory installed a solar-power system with SFISH support, cutting energy costs by one quarter. The switch improved reliability, created local jobs, and reduced carbon emissions. "We faced many challenges. Sometimes, the factory would have to stop because of the fuel shortage. There’s a clear difference between how the factory operated before and how it works now with solar energy. Production increased, prices are lower, and both buyers and fishermen are pleased," said Abdullah Omar Ba Wazir, owner of Bawazir. In Hadramout Governorate, the Al-Sahel Packaging Facility has become a success story. With SFISH support, daily output increased by 300%, new markets have opened, and products have diversified. The facility is now pursuing international certification to meet global standards and expand exports. Strengthening Regional CollaborationBeyond national interventions, SFISH is supporting regional efforts in collaboration with the Regional Organization for the Conservation of the Environment of the Red Sea and Gulf of Aden (PERGSA) to strengthen fisheries management and marine sustainability. A regional protocol signed by Djibouti, Jordan, Saudi Arabia, Sudan, and Yemen is strengthening fish-stock data. In parallel, a regional action plan to address illegal, unreported, and unregulated fishing has been developed, along with a regional contingency plan for oil and chemical spills to enhance preparedness and environmental protection. Toward a Resilient and Sustainable Future Despite years of conflict and climate pressures, Yemen’s fisheries remain a source of food, identity, and dignity. The SFISH program is helping communities rebuild that foundation and shape a more resilient, equitable, and sustainable future. SFISH is exploring aquaculture to reduce pressure on wild fisheries. Community-based fisheries management plans are underway, and mariculture opportunities such as spiny lobster and sea cucumber farming have been identified. The program’s results demonstrate that even in the most challenging circumstances, progress can take root.]]></desc>
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    <title>Social Registries as Digital Platforms for Inclusive Service Delivery</title>
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    <url>http://www.worldbank.org/en/results/2025/11/19/social-registries-digital-platforms-inclusive-service-delivery</url>
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    <wn_title>Social Registries as Digital Platforms for Inclusive Service Delivery</wn_title>
    <wn_desc>Key HighlightsThe World Bank supported Social Registries—information systems that collect and manage household and individual data to help identify and support beneficiaries to access social programs and services—across 34 countries reaching around 713 million people worldwide since 2001.Brazil’s Cadastro Único, which the World Bank supported through technical assistance and lending operations, connects 94.5 million people, as of September 2025, to 60+ federal programs, including housing, utilities, and vocational training.Rwanda’s Imibereho Social Registry supported by the World Bank now covers 13.8 million people. It has evolved into a national platform supporting safety nets, economic inclusion, skills, and health insurance programs—reaching 11 million beneficiaries though insurance alone. Through data-driven retargeting, Rwanda is set to boost social protection spending efficiency by over 50%.Lebanon’s DAEM Social Registry, supported though the Lebanon Emergency Social Safety Net Project (ESSN), registered half the population of the country in the first two months and has since evolved from an emergency response tool into a central platform, coordinating social assistance, economic inclusion, primary healthcare, and humanitarian programs.</wn_desc>
    <master_recent_date>2025-11-19T16:13:00Z</master_recent_date>
    <short_description>The World Bank has supported social registries in 34 countries, reaching 713 million people, that enhance social protection, economic inclusion, service delivery, and employment pathways.</short_description>
    <desc>Key HighlightsThe World Bank supported Social Registries—information systems that collect and manage household and individual data to help identify and support beneficiaries to access social programs and services—across 34 countries reaching around 713 million people worldwide since 2001.Brazil’s Cadastro Único, which the World Bank supported through technical assistance and lending operations, connects 94.5 million people, as of September 2025, to 60+ federal programs, including housing, utilities, and vocational training.Rwanda’s Imibereho Social Registry supported by the World Bank now covers 13.8 million people. It has evolved into a national platform supporting safety nets, economic inclusion, skills, and health insurance programs—reaching 11 million beneficiaries though insurance alone. Through data-driven retargeting, Rwanda is set to boost social protection spending efficiency by over 50%.Lebanon’s DAEM Social Registry, supported though the Lebanon Emergency Social Safety Net Project (ESSN), registered half the population of the country in the first two months and has since evolved from an emergency response tool into a central platform, coordinating social assistance, economic inclusion, primary healthcare, and humanitarian programs.</desc>
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