Publication: Supporting Cooperatives: How ABIHPEC Strengthens Recycling, Supply Chains, and Livelihoods for Waste Pickers in Brazil
Loading...
Published
2023-12-12
ISSN
Date
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 Global Economic Prospects, January 2025(Washington, DC: World Bank, 2025-01-16)Global growth is expected to hold steady at 2.7 percent in 2025-26. However, the global economy appears to be settling at a low growth rate that will be insufficient to foster sustained economic development—with the possibility of further headwinds from heightened policy uncertainty and adverse trade policy shifts, geopolitical tensions, persistent inflation, and climate-related natural disasters. Against this backdrop, emerging market and developing economies are set to enter the second quarter of the twenty-first century with per capita incomes on a trajectory that implies substantially slower catch-up toward advanced-economy living standards than they previously experienced. Without course corrections, most low-income countries are unlikely to graduate to middle-income status by the middle of the century. Policy action at both global and national levels is needed to foster a more favorable external environment, enhance macroeconomic stability, reduce structural constraints, address the effects of climate change, and thus accelerate long-term growth and development.Publication Global Economic Prospects, January 2024(Washington, DC: World Bank, 2024-01-09)Note: Chart 1.2.B has been updated on January 18, 2024. Chart 2.2.3 B has been updated on January 14, 2024. Global growth is expected to slow further this year, reflecting the lagged and ongoing effects of tight monetary policy to rein in inflation, restrictive credit conditions, and anemic global trade and investment. Downside risks include an escalation of the recent conflict in the Middle East, financial stress, persistent inflation, weaker-than-expected activity in China, trade fragmentation, and climate-related disasters. Against this backdrop, policy makers face enormous challenges. In emerging market and developing economies (EMDEs), commodity exporters face the enduring challenges posed by fiscal policy procyclicality and volatility, which highlight the need for robust fiscal frameworks. Across EMDEs, previous episodes of investment growth acceleration underscore the critical importance of macroeconomic and structural policies and an enabling institutional environment in bolstering investment and long-term growth. At the global level, cooperation needs to be strengthened to provide debt relief, facilitate trade integration, tackle climate change, and alleviate food insecurity.Publication Digital Progress and Trends Report 2023(Washington, DC: World Bank, 2024-03-05)Digitalization is the transformational opportunity of our time. The digital sector has become a powerhouse of innovation, economic growth, and job creation. Value added in the IT services sector grew at 8 percent annually during 2000–22, nearly twice as fast as the global economy. Employment growth in IT services reached 7 percent annually, six times higher than total employment growth. The diffusion and adoption of digital technologies are just as critical as their invention. Digital uptake has accelerated since the COVID-19 pandemic, with 1.5 billion new internet users added from 2018 to 2022. The share of firms investing in digital solutions around the world has more than doubled from 2020 to 2022. Low-income countries, vulnerable populations, and small firms, however, have been falling behind, while transformative digital innovations such as artificial intelligence (AI) have been accelerating in higher-income countries. Although more than 90 percent of the population in high-income countries was online in 2022, only one in four people in low-income countries used the internet, and the speed of their connection was typically only a small fraction of that in wealthier countries. As businesses in technologically advanced countries integrate generative AI into their products and services, less than half of the businesses in many low- and middle-income countries have an internet connection. The growing digital divide is exacerbating the poverty and productivity gaps between richer and poorer economies. The Digital Progress and Trends Report series will track global digitalization progress and highlight policy trends, debates, and implications for low- and middle-income countries. The series adds to the global efforts to study the progress and trends of digitalization in two main ways: · By compiling, curating, and analyzing data from diverse sources to present a comprehensive picture of digitalization in low- and middle-income countries, including in-depth analyses on understudied topics. · By developing insights on policy opportunities, challenges, and debates and reflecting the perspectives of various stakeholders and the World Bank’s operational experiences. This report, the first in the series, aims to inform evidence-based policy making and motivate action among internal and external audiences and stakeholders. The report will bring global attention to high-performing countries that have valuable experience to share as well as to areas where efforts will need to be redoubled.Publication The Container Port Performance Index 2023(Washington, DC: World Bank, 2024-07-18)The Container Port Performance Index (CPPI) measures the time container ships spend in port, making it an important point of reference for stakeholders in the global economy. These stakeholders include port authorities and operators, national governments, supranational organizations, development agencies, and other public and private players in trade and logistics. The index highlights where vessel time in container ports could be improved. Streamlining these processes would benefit all parties involved, including shipping lines, national governments, and consumers. This fourth edition of the CPPI relies on data from 405 container ports with at least 24 container ship port calls in the calendar year 2023. As in earlier editions of the CPPI, the ranking employs two different methodological approaches: an administrative (technical) approach and a statistical approach (using matrix factorization). Combining these two approaches ensures that the overall ranking of container ports reflects actual port performance as closely as possible while also being statistically robust. The CPPI methodology assesses the sequential steps of a container ship port call. ‘Total port hours’ refers to the total time elapsed from the moment a ship arrives at the port until the vessel leaves the berth after completing its cargo operations. The CPPI uses time as an indicator because time is very important to shipping lines, ports, and the entire logistics chain. However, time, as captured by the CPPI, is not the only way to measure port efficiency, so it does not tell the entire story of a port’s performance. Factors that can influence the time vessels spend in ports can be location-specific and under the port’s control (endogenous) or external and beyond the control of the port (exogenous). The CPPI measures time spent in container ports, strictly based on quantitative data only, which do not reveal the underlying factors or root causes of extended port times. A detailed port-specific diagnostic would be required to assess the contribution of underlying factors to the time a vessel spends in port. A very low ranking or a significant change in ranking may warrant special attention, for which the World Bank generally recommends a detailed diagnostic.Publication Global Economic Prospects, June 2025(Washington, DC: World Bank, 2025-06-10)The global economy is facing another substantial headwind, emanating largely from an increase in trade tensions and heightened global policy uncertainty. For emerging market and developing economies (EMDEs), the ability to boost job creation and reduce extreme poverty has declined. Key downside risks include a further escalation of trade barriers and continued policy uncertainty. These challenges are exacerbated by subdued foreign direct investment into EMDEs. Global cooperation is needed to restore a more stable international trade environment and scale up support for vulnerable countries grappling with conflict, debt burdens, and climate change. Domestic policy action is also critical to contain inflation risks and strengthen fiscal resilience. To accelerate job creation and long-term growth, structural reforms must focus on raising institutional quality, attracting private investment, and strengthening human capital and labor markets. Countries in fragile and conflict situations face daunting development challenges that will require tailored domestic policy reforms and well-coordinated multilateral support.