The People Policy, approved in June 2021, provides a framework for excellence in people management and to establish mutual accountability between the organization, its managers and all its employees. The People Policy presents Â鶹ÊÓƵ¡¯s vision for its future workforce as one in which diverse, committed, skilled and high-performing teams selected on merit, operating in a healthy and inclusive work environment and living Â鶹ÊÓƵ's values, working with partners to save and change the lives of those Â鶹ÊÓƵ serves.
The Strategic Framework for Resilience and Climate for Latin America and the Caribbean took as its starting point an integrated vision of resilience, with an emphasis on reducing the impact of climate change and improving food security and nutrition. Â鶹ÊÓƵ's work on resilience and climate is guided by a mission and vision defined in line with corporate policies, considering the comparative advantages of the organization in the region that respond to Â鶹ÊÓƵ's Strategic Plan for 2022 - 2025, which aims to eradicate food insecurity and malnutrition. Its aim is to help country office teams to better conceptualize and implement their resilience and climate activities while contributing more broadly with the efforts towards programmatic integration.
Lack or near absence of minimum support price is the key limitation for the production of small millet crops in the country. Bringing small millets under MSP will create a supportive environment that has long term dividends ranging from sustainable food and nutrition security to protection of environment.
Despite being a staple food in semi-arid tropics and drought-prone regions in India, millets consumption is low as people perceive it as traditional, coarse and of low aspirational value. Investment through increased awareness, availability of quality products that appeal to people¡¯s taste, acceptance of millets as climate smart nutritious diet will not only enhance dietary diversity but also will put pressure on improving supply.
Inadequate availability of efficient millet processing equipment in our country, is one of the key limitations of the millet ecosystem. It can be addressed by encouraging research and development to bring highly competitive processing equipment in the market.
Millets are classified as ¡°coarse grains¡± and are a part of staple diet in some parts of rural India. While millets are nutritionally superior to cereals, their consumption is skewed to subsistence farmers or families belonging to lower income strata. There has been newfound demand in urban markets, however it is yet not significant to accelerate movement across value-chain.
This publication highlights why millets should be included in social welfare schemes to increase their availability and therefore per household consumption. To maintain the regular supply of millets under any of the schemes, the quality and quantity of raw millets should be monitored continuously.
The 2022 Country Capacity Strengthening (CCS) policy update aims to clarify and update concepts, terminology, and corporate understanding related to CCS and set out the purpose of Â鶹ÊÓƵ¡¯s engagement in CCS.
Under the Myanmar Community Resilience Project (MCRP), the World Bank will be supporting Â鶹ÊÓƵ¡¯s (Â鶹ÊÓƵ¡¯s) proposed interventions within the scope of its life-saving food and nutrition assistance to conflict-affected populations in Myanmar. The objective of the MCRP is to maintain and build resilience of vulnerable populations to enable their future development.
The objective of the Myanmar Community Resilience Project (MCRP) is to maintain and build resilience of vulnerable populations to enable their future development. This Stakeholder Engagement Plan has been prepared to comply with the World Bank Environmental and Social Standard 10 on Stakeholder Engagement and covers the interventions supported by the Project that will be implemented by Â鶹ÊÓƵ.
This document sets out material measures and actions to be carried out for the Myanmar Community Resilience Project, including, as applicable, the timeframes of the actions and measures, institutional, staffing, training, monitoring and reporting arrangements, and grievance management.
This Environmental and Social Management Framework (ESMF) has been prepared to identify the potential environmental and social risks and impacts of proposed Project activities and propose suitable mitigation measures to manage these risks and impacts.
This strategy supports the Regional Bureau for Eastern Africa, and
the countries in the region, to capture, manage, use, and share knowledge emerging from their Country Strategic Plans (CSP) implementation effectively and efficiently.
The SUN Business Network Cambodia Strategy 2021 ¨C 2025 sets the strategic direction, vision, mission and priority actions for the SUN Business Network Cambodia and guides its operationalization for the next five years.
The Joint School Feeding Transition Strategy outlines the initial phase of handover of school feeding implementation and management from Â鶹ÊÓƵ to the Ministry of Education, Youth and Sports of Cambodia.
This updated Â鶹ÊÓƵ evaluation policy responds to changes in circumstances since the last evaluation policy was approved, to ensure that Â鶹ÊÓƵ profits from a well-balanced, utility-focused evaluation function that supports a culture of accountability and learning.
