On December 3rd, 2025, as a part of the 16 Days of Activism campaign, an internal event brought together leading voices to spotlight the WBG’s innovative efforts to support countries in preventing and responding to Violence Against Women and Girls (VAWG). This commitment is deeply embedded in our corporate DNA, forming a core pillar of the WBG Gender Strategy and reaffirmed in the 2024 Joint Statement by the presidents of Multilateral Development Banks.
A staggering 840 million women across the globe, nearly 1 in 3 women, have faced intimate partner or sexual violence in their lifetime. This is not merely a statistic it is a reality that has remained unchanged since the year 2000. Gender-based violence is not only a grave violation of human rights but also a preventable public health crisis that carries a devastating price tag.
Consider the economic toll: VAWG costs countries up to 3.7 % of GDP: more than many nations invest in education, representing a profound loss of productivity, a drain on healthcare systems, and a barrier to educational attainment for millions. Shockingly, women possess only a third of the legal protection they need from domestic violence, sexual harassment, child marriage, and femicide. As our world becomes more connected, new threats are emerging in digital spaces, where an alarmin 85 % of women and girls globally face violence and abuse.
In the face of this crisis, the WBG is taking a firm stand.
The event showcased pioneering, cross-sectoral strategies that are making a real-world impact. Panelists highlighted how engaging both public and private sector partners can generate powerful, lasting solutions to prevent and respond to violence against women and girls, moving beyond rhetoric to create a safer, more equitable world for all.
Some key takeaways from this discussion include:
- Violence against women is not acceptable, it causes hidden economic losses including reduced GDP, absenteeism, and productivity decline; it is a solvable problem with actionable interventions focusing on prevention and response.
- There is promising evidence; strategies require strong theory of change, monitoring, and adaptation to local cultural and economic contexts.
- Tanzania’s PAMOJA project and Peru’s ALEGRA legal aid program demonstrate scalable, survivor-centric models that improve access to justice and service integration over time.
- Businesses face costs from GBV including absenteeism and reduced productivity; engagement through policies, confidential channels, training, and safe housing initiatives like BELISY have reduced violence and improved workplace safety.
- Measuring costs and impacts of GBV supports advocacy and policy change, enabling ministries and businesses to prioritize violence prevention within job and economic agendas.
- Shifting attitudes and behaviors through innovative programs targeting men and boys is essential, alongside patient scaling of multisectoral efforts grounded in cultural realities.