For Women’s World Banking, 2021 marked a year of scale and expanded impact. Our new structure reflects our mission to advance financial inclusion as a global and advocacy-focused organization: Global Client Services expands our in-market presence and builds capabilities and decision-making authority in Southeast Asia, South Asia, Africa, and Mexico.
Explore the latest global and regional insights from Women’s World Banking’s work in policy, leadership, women’s entrepreneurship, gender lens investing, and more.
2020 Annual Report: Fostering Greater Resilience for Low-Income Women: The State of Financial Inclusion During COVID-19
Nearly two years into the pandemic, the economic shocks of COVID-19 are still felt across the globe and particularly by women, who have been disproportionately affected by the crisis. In 2020, Women’s World Banking amplified its efforts to create greater economic stability and security for low-income women, adapting and innovating
Just a couple of months ago, Women’s World Banking brought some of our closest friends and supporters together in New York to celebrate our 40th anniversary. The celebration provided an opportune moment to reflect on our legacy and our goals for the future. How fitting that our founders first conceived
Women’s World Banking is pleased to present its 2016 Annual Report in dynamic, digital format.
Women’s World Banking is honored to award its 2013 Excellence in Leadership Award to Microfund for Women for championing women’s roles in the success of the organization.
In 2011 Women’s World Banking set-out to prove that providing low-income women with financial services is not charity but smart business. In developing economies 63 percent of women don’t have a bank account, which severely limits their ability to build a business or save for emergencies or a child’s education. During the second year of our three-year strategic plan, we provided more than 1,000,000 clients with access to the financial tools and resources they need.
This year, the first year of our current three-year strategic plan, was a year of innovation for WWB. Central to this strategy is a cycle of market research, piloting new products and then learning from the pilots to scale these products to new markets.Throughout this report, we will provide examples of work in each of these phases.
Although 2010 was a year of unprecedented growth in microfinance, it was also a year of considerable introspection as the industry grappled with questions of profitability, transparency and impact. While some of these questions were overdue, they prompted many to re-examine their beliefs about how microfinance can and should adapt and reform. It also forced the realization that the close knowledge of our clients’ lives and financial needs—traditionally a hallmark of microfinance—may have become secondary
to the push for greater numbers of clients.
WWB’s commitment to supporting principled leaders at the helm of gender diverse microfinance providers dates to its establishment as a global network in 1979. Today the WWB network includes some of the most celebrated leaders in the industry, representing a global commitment to responsive, sustainable microfinance. As we work with institutions to create innovative products that meet the needs of women we are increasingly convinced that leadership commitment is crucial to the success of growing the institution
The year 2009 began with intense speculation about how the microfinance industry would weather the financial crisis, with even seasoned industry leaders questioning microfinance institutions’ (MFIs) ability to cope with dramatic shifts in portfolio quality, growth rates and liquidity. Now, with the worst of the financial crisis behind us, we can clearly see that while the microfinance industry generally experienced lower profitability and portfolio quality, it also demonstrated remarkable resilience.
The year 2008 was one of historic change and dynamic accomplishment. Yet, when retrospectives of 2008 are written, they will undoubtedly center on the warning signs and fourth-quarter collapse of the global financial system. Similarly, the microfinance sector reflected this dual sense of opportunity and crisis in 2008. More than $11 billion of capital flowed into the sector, allowing providers to reach more than 155 million clients with a broader array of products and through a more diverse set of channels.
The report illustrates the accomplishments of WWB and our network members, united in our mission of improving the economic access and power of poor women microentrepreneurs, and thereby improving livelihoods and creating sustainable change.
2007 was an exciting and successful year for WWB. Some key accomplishments of our network members worth noting are:
- 8.8 million women clients were served by the WWB core network in 2007,
- Women now comprise 64% of core network board members,
The report illustrates the accomplishments of WWB and our network members for 2006, united in our mission of improving the economic access and power of poor women microentrepreneurs, and thereby improving livelihoods and creating sustainable change.
The results combined with the individual successes of our network members illustrate that together we are making a difference in the lives of millions of poor people worldwide.