Publication: Supporting Cooperatives: How ABIHPEC Strengthens Recycling, Supply Chains, and Livelihoods for Waste Pickers in Brazil
Loading...
Date
2023-12-12
ISSN
Published
2023-12-12
Author(s)
Editor(s)
Abstract
Across the world, companies are scaling up efforts to minimize their environmental impact to meet their corporate goals and government regulations. In Brazil, the Associação Brasileira da Indústria de Higiene Pessoal, Perfumaria, e Cosméticos (ABIHPEC) is the industry association for the personal hygiene and cosmetics sector. The association helps its members to comply with Brazil’s National Solid Waste Policy, which requires manufacturers or suppliers to recover the waste from their products after enduse. The policy recognizes that waste pickers are key to this and encourages companies to integrate waste pickers’ cooperatives into their programs.
Link to Data Set
Citation
“International Finance Corporation. 2023. Supporting Cooperatives: How ABIHPEC Strengthens Recycling, Supply Chains, and Livelihoods for Waste Pickers in Brazil. © International Finance Corporation. http://hdl.handle.net/10986/40722 License: CC BY-NC-ND.”
Associated URLs
Associated content
Other publications in this report series
Journal
Journal Volume
Journal Issue
Collections
Related items
Showing items related by metadata.
Publication Supporting Informal Waste Pickers(World Bank, Washington, DC, 2023-12-12)NEPRA Resource Management Private Limited (NEPRA) is a large Indian waste management and recycling company. This case study focuses on NEPRA’s initiatives to support waste pickers in its supply chain, who are predominantly unskilled or low-skilled individuals from historically marginalized social groups, with limited opportunities for alternative or formal employment.Publication Environmental and Social Management System Implementation Handbook(World Bank, Washington, DC, 2015-03)Environmental and social responsibility is becoming more and more important in today’s global economy. There are thousands of environmental and social codes and standards in the world today. The codes and standards define the rules and the objectives. But the challenge is in the implementation. An environmental and social management system (ESMS) helps companies to integrate the rules and objectives into core business operations, through a set of clearly defined, repeatable processes. This Handbook is intended to be a practical guide to help companies develop and implement an environmental and social management system, which should help to improve overall operations. In the current economic climate, companies are under pressure to perform or even just survive. New initiatives are often met with resistance as people struggle to keep up with their day-to-day responsibilities. Some people think that an environmental and social management system must be big, complicated and expensive. But that is not really true. To be effective, a management system needs to be scaled to the nature and size of the company.Publication Producing Cellulose from Straw : Opportunities in Ukraine(Kiev, 2013)This report is based on research conducted throughout 2011–2012 in cooperation with Ukrainian agricultural producer Mriya Agro Holding to assess the country’s potential for producing cellulose from straw. The objective of this report is to demonstrate – for the country’s decisionmakers, agribusinesses, paper-industry players and financial institutions – how Ukraine’s available supply of straw could be efficiently used to produce paper and cardboard, through the implementation of a major straw-tocellulose program.Publication Peru LNG : A Focus on Continuous Improvement(World Bank, Washington, DC, 2013-03)Extractive industry companies, particularly those operating in areas of high biodiversity value, on indigenous lands, or in close proximity to communities, face operational and reputational risks related to their environmental and social performance, and can be subject to intense scrutiny from stakeholders. PERU Liquefied Natural Gas (PLNG), the first liquefied natural gas plant in South America, is an example of a high-profile project facing multiple environmental and social risks. Launched in 2007, the $3.8 billion project is one of the largest industrial projects in Peru. PLNG is considered one of Peru's key resources, and it is a core component of the Peruvian government's energy strategy. Over the course of six years, PLNG has shown a strong commitment to managing environmental and social risks throughout all the phases of the project. The project is currently in the operations and maintenance phase, having completed construction in 2010. Liquefied natural gas pipeline projects are often associated with a number of environmental and social risks that must be addressed by a comprehensive risk management system. Some of the issues faced by the PLNG project included: 1) several communities and other stakeholders living in or using the project footprint; 2) health and safety risks due to hiring large numbers of new workers; 2) potential for safety incidents and accidents from vehicle use; 3) the presence of ecologically sensitive areas, particularly the Andean wetlands; and 5) the presence of 35 rural Andean communities along the pipeline. This lessons of experience publication documents experience and lessons learned throughout the lifecycle of the project that are transferable to other projects.Publication City Development Strategy : Colombo(Colombo, Sri Lanka, 2000-11)The Colombo Municipal Council (CMC), in collaboration with the World Bank, UNDP, UNCHS (HABITAT) and the Western Provincial Council (WPC) in Sri Lanka, launched a project in February 2000 to formulate a comprehensive strategy framework and a perspective plan of action for development of the city. The purpose was to identify key areas and issues that need systemic and planned attention of the Council and other major stakeholders and to develop appropriate strategies to address them. A Senior Consultant was assigned to the CMC by the sponsors to help formulate the strategy through a consultative process. In formulating the strategy framework, the CMC consulted a wide variety of stakeholder groups through a series of formal and informal consultations. They included civil society partners such as NGOs and CBOs, representatives of the poor; senior municipal officials; and leading private sector representatives, i.e., major investors, realtors, developers and Chambers of Commerce & Industry. Their views, ideas and suggestions were reviewed and those compatible with the development vision and thrust identified by the CMC task forces and stakeholder consultations are incorporated in this strategy framework. All stakeholders, particularly the private sector, considered the opportunity as an unprecedented move by the CMC and WPC. They welcomed the offer to join in this unique partnership-building exercise in city management and have assured the city administration of their wholehearted cooperation.
Users also downloaded
Showing related downloaded files
Publication Western Balkans 6 Country Climate and Development Report(Washington, DC: World Bank Group, 2024-07-16)This Regional Western Balkans Countries Climate and Development Report (CCDR) stands out in several ways. In a region that often lacks cohesive regional alliances, this report emphasizes how the challenges faced across countries are often common and interconnected, and, importantly, that climate action requires coordination on multiple fronts. Simultaneously, it illustrates the differences across countries, places, and people that require targeted strategies and interventions. This report demonstrates how shocks and stressors re intensifying and how investments in adaptation could bring significant benefits in the form of avoided losses, accelerated economic potential, and amplified social and economic spillovers. Given the region’s high emission and energy intensity and the limitations of its current fossil fuel-based development model, the report articulates a path to greener and more resilient growth, a path that is more consistent with the aspiration of accession to the EU. The report finds that the net zero transition can be undertaken without compromising the economic potential of the Western Balkans and that it could lead to higher growth than under the Reference Scenario (RS) with appropriate structural reforms.Publication World Development Report 2024(Washington, DC: World Bank, 2024-08-01)Middle-income countries are in a race against time. Many of them have done well since the 1990s to escape low-income levels and eradicate extreme poverty, leading to the perception that the last three decades have been great for development. But the ambition of the more than 100 economies with incomes per capita between US$1,100 and US$14,000 is to reach high-income status within the next generation. When assessed against this goal, their record is discouraging. Since the 1970s, income per capita in the median middle-income country has stagnated at less than a tenth of the US level. With aging populations, growing protectionism, and escalating pressures to speed up the energy transition, today’s middle-income economies face ever more daunting odds. To become advanced economies despite the growing headwinds, they will have to make miracles. Drawing on the development experience and advances in economic analysis since the 1950s, World Development Report 2024 identifies pathways for developing economies to avoid the “middle-income trap.” It points to the need for not one but two transitions for those at the middle-income level: the first from investment to infusion and the second from infusion to innovation. Governments in lower-middle-income countries must drop the habit of repeating the same investment-driven strategies and work instead to infuse modern technologies and successful business processes from around the world into their economies. This requires reshaping large swaths of those economies into globally competitive suppliers of goods and services. Upper-middle-income countries that have mastered infusion can accelerate the shift to innovation—not just borrowing ideas from the global frontiers of technology but also beginning to push the frontiers outward. This requires restructuring enterprise, work, and energy use once again, with an even greater emphasis on economic freedom, social mobility, and political contestability. Neither transition is automatic. The handful of economies that made speedy transitions from middle- to high-income status have encouraged enterprise by disciplining powerful incumbents, developed talent by rewarding merit, and capitalized on crises to alter policies and institutions that no longer suit the purposes they were once designed to serve. Today’s middle-income countries will have to do the same.Publication World Development Report 2012(World Bank, 2012)The main message of this year's World development report: gender equality and development is that these patterns of progress and persistence in gender equality matter, both for development outcomes and policy making. They matter because gender equality is a core development objective in its own right. But greater gender equality is also smart economics, enhancing productivity and improving other development outcomes, including prospects for the next generation and for the quality of societal policies and institutions. Economic development is not enough to shrink all gender disparities-corrective policies that focus on persisting gender gaps are essential. This report points to four priority areas for policy going forward. First, reducing gender gaps in human capital-specifically those that address female mortality and education. Second, closing gender gaps in access to economic opportunities, earnings, and productivity. Third, shrinking gender differences in voice and agency within society. Fourth, limiting the reproduction of gender inequality across generations. These are all areas where higher incomes by themselves do little to reduce gender gaps, but focused policies can have a real impact. Gender equality is at the heart of development. It's the right development objective, and it's smart economic policy. The World development report 2012 can help both countries and international partners think through and integrate a focus on gender equality into development policy making and programming.Publication World Development Report 2023: Migrants, Refugees, and Societies(Washington, DC : World Bank, 2023-04-25)Migration is a development challenge. About 184 million people—2.3 percent of the world’s population—live outside of their country of nationality. Almost half of them are in low- and middle-income countries. But what lies ahead? As the world struggles to cope with global economic imbalances, diverging demographic trends, and climate change, migration will become a necessity in the decades to come for countries at all levels of income. If managed well, migration can be a force for prosperity and can help achieve the United Nations’ Sustainable Development Goals. World Development Report 2023 proposes an innovative approach to maximize the development impacts of cross-border movements on both destination and origin countries and on migrants and refugees themselves. The framework it offers, drawn from labor economics and international law, rests on a “Match and Motive Matrix” that focuses on two factors: how closely migrants’ skills and attributes match the needs of destination countries and what motives underlie their movements. This approach enables policy makers to distinguish between different types of movements and to design migration policies for each. International cooperation will be critical to the effective management of migration.Publication World Bank Annual Report 2024(Washington, DC: World Bank, 2024-10-25)This annual report, which covers the period from July 1, 2023, to June 30, 2024, has been prepared by the Executive Directors of both the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA)—collectively known as the World Bank—in accordance with the respective bylaws of the two institutions. Ajay Banga, President of the World Bank Group and Chairman of the Board of Executive Directors, has submitted this report, together with the accompanying administrative budgets and audited financial statements, to the Board of Governors.