In 1995, India’s Self-Employed Women’s Association (SEWA) organized women waste pickers in Ahmedabad into a cooperative to improve their working conditions and livelihoods. Over time, this informal arrangement evolved into Gitanjali—a women-owned and -run social enterprise. With support from key partners, Gitanjali has generated social value, providing its members with safe and dignified work while increasing their earnings. While Gitanjali faces challenges in becoming a fully self-sufficient social enterprise, its experience offers insights for other initiatives seeking to provide opportunities for women to transition from informal to formal work.
Global businesses can make unique and valuable contributions to refugee response by engaging refugees not as aid recipients, but as employees, producers, investees, and customers.
The position of global enterprises as market leaders, policy influencers, and innovators gives them distinctive capacities for engagement and advocacy that do not exist within the traditional refugee response community.
Millions of people face hazards like cyclones and drought every day. International aid to deal with disasters after they strike is generous, but it is unpredictable and fragmented, and it often fails to arrive when it would do the most good. We must stop treating disasters like surprises. Matching finance to planning today will save lives, money, and time tomorrow.
Today, an unprecedented 65 million people—including 21 million refugees—are displaced from their homes. Still, as this report points out, the challenge is manageable—if the international community is able to get its response right. This report offers key principles for closing the humanitarian-development divide and practical guidance for designing effective compacts. We encourage policymakers and implementers alike to carefully consider these recommendations to ensure that humanitarian and development dollars have a real impact on the lives of refugees and host communities.