The World Bank National Solid Waste Management Project (P167007) Project Information Document/ Integrated Safeguards Data Sheet (PID/ISDS) Concept Stage | Date Prepared/Updated: 02-May-2018 | Report No: PIDISDSC24303 Mar 19, 2018 Page 1 of 14 The World Bank National Solid Waste Management Project (P167007) BASIC INFORMATION A. Basic Project Data OPS TABLE Country Project ID Parent Project ID (if any) Project Name Azerbaijan P167007 National Solid Waste Management Project (P167007) Region Estimated Appraisal Date Estimated Board Date Practice Area (Lead) EUROPE AND CENTRAL ASIA Nov 14, 2018 Mar 26, 2019 Social, Urban, Rural and Resilience Global Practice Financing Instrument Borrower(s) Implementing Agency Investment Project Financing Republic of Azerbaijan Ministry of Economy Proposed Development Objective(s) To enhance the availability and quality of waste management services in selected regions in Azerbaijan. PROJECT FINANCING DATA (US$, Millions) SUMMARY-NewFin1 Total Project Cost 138.00 Total Financing 138.00 of which IBRD/IDA 117.00 Financing Gap 0.00 DETAILS -NewFinEnh1 World Bank Group Financing International Bank for Reconstruction and Development (IBRD) 117.00 Non-World Bank Group Financing Counterpart Funding 21.00 Borrower 21.00 Mar 19, 2018 Page 2 of 14 The World Bank National Solid Waste Management Project (P167007) Environmental Assessment Category Concept Review Decision A - Full Assessment Track II-The review did authorize the preparation to continue B. Introduction and Context Country Context 1. Azerbaijan has made remarkable progress in reducing poverty. Between 2002 and 2013, economic growth averaged 12.6 percent a year, boosted by high foreign direct investment in the oil sector, and growing oil production, exports, and prices. During the same period, the country’s poverty headcount declined from close to 50 percent in the early 2000s to around five percent in 2013. This remarkable economic growth and poverty reduction was accompanied by high wage increases, rising employment levels, and social transfers. Household consumption in the bottom 40 percent of the welfare distribution grew by over two percent per year between 2007 and 2012. Improvements in living standards were accompanied by considerable growth of the middle class from 4.3 to 28.9 percent of the population. 2. The country’s first recession in twenty years began in 2016. Contributing factors included low oil prices, reduced oil production, and uncertain regional economic prospects. This same year, the gross domestic product (GDP) fell by 3.8 percent due to zero growth in the oil sector and a contraction of 5.4 percent in the non-oil sector. The country’s consolidated fiscal deficit increased to 5.2 percent of the GDP. To adjust for lower oil revenues, the Government of Azerbaijan (GoA) is consolidating public spending and refraining from drawing down the State Oil Fund of the Republic of Azerbaijan. To ward off pressures on external accounts, the Central Bank of Azerbaijan twice devalued the local currency (manat). A loss of about US$10 billion in foreign reserves resulted in the central bank shifting to a floating exchange rate regime. A banking crisis followed when inflation soared over 10 percent in 2016. 3. Sustaining and deepening progress towards achieving shared prosperity is a challenge for all countries. For Azerbaijan, the rate of poverty reduction slowed between 2012 and 2015. The poverty rate declined from 10.9 percent in 2009 to 6.0 percent in 2012, with a 1.1 percentage point decline between 2012 and 2015. A non-official 2015 survey points to higher poverty rates. A project monitoring household survey, Azerbaijan Monitoring Survey of Social Welfare (AMSSW), conducted by the Ministry of Labor and Social Protection of Population in 2015 points to a poverty rate of 8.7 percent using the AMSSW poverty line (i.e. 72.50 AZN per capita per month in 2015), and 28 percent using a higher regional poverty line (102.10 AZN).1 4. Poverty is likely to have increased since 2015. The official national poverty rate in 2016 according to the SSC was 5.9 percent, or one percentage point higher than in 2015.2 Contributing factors include a decline in economic 1 This rate was calculated using the World Bank’s standard definition of international poverty line, US$5 PPP 2005. The World B ank Poverty and Equity GP is currently collaborating with the GoA to update its poverty measurement methodology and to align it with international best practices. These differences in the poverty rates between the State Statistical Committee’s (SSC) annual household budget survey and the AMSSW can be attributed to differences in survey and poverty measurement methodology. 2 This rate is based on the national poverty line that the SSC sets each year. Mar 19, 2018 Page 3 of 14 The World Bank National Solid Waste Management Project (P167007) activity, higher unemployment rates, and lower wage growth in the labor market. Higher inflation rates (especially food price inflation, which was around 19 percent in 2017) diminished the real purchasing power of households. Social spending has also shown a pro-cyclical trend, with the biggest social assistance program, Targeted Social Assistance, shrinking by 50 percent, which is likely to affect households that were just above the poverty line before the crisis. Restrictive fiscal and monetary policies, high inflation, and the effect of exchange rate devaluation on earnings and employment may have adversely affected household welfare. 5. Vulnerability and poverty incidence vary across regions, with urban–rural distinctions. There is a correlation between the rate of poverty and geography, as the poor tend to concentrate in rural areas. The 2015 AMSSW survey shows that the 41 percent of the population living in rural areas represents 55 percent of the poor. Within rural areas, poverty is above the average national rate in the Lankaran, Ganja-Gazakh, Guba-Khachmaz, Aran, and Dakhlik economic regions. Internally displaced persons (IDPs) are also disproportionately affected by circumstance-driven inequalities. Recent government estimates show the IDP poverty rate at around 18 percent.3 6. Globally, rural livelihoods are under threat due to climate change effects. Azerbaijan is no exception. An increase in droughts, water scarcity, and soil degradation, and an expected decrease in the productivity of the agricultural sector appear more common all over. The poor and vulnerable in rural areas who are dependent on the agricultural sector will bear most of the burden of these climate change costs, which can give rise to an increase in inequalities between the rich and poor.4 7. The GoA is tackling these challenges through a strategy to accelerate economic growth that is centered on economic diversification of the non-oil sector, rural development, and job creation, including through private sector investments. The GoA’s Azerbaijan 2020: Vision for the Future (“Vision 2020�) identified the rapid development of the non-oil sector as a critical condition for sustained economic development and poverty reduction, and sets out the development of rural areas and improvements in access to rural infrastructure as key components of the post-oil growth model. Recently, the GOA endorsed a series of strategic Road Maps for development of the national economy and main economic sectors in the post-crisis environment, including the road map covering public utilities. The referred Road Maps set strategic targets and priorities. Sectoral and Institutional Context 8. Solid waste management (SWM) services outside of the capital area of Baku are basic and do not meet the needs of the population, protect public health or the environment. Waste generation is estimated at 1 million tons per year and is expected to double in the next 20 years driven by demographic growth and higher incomes5. Only 56% it is collected and then disposed of at unprotected sites. Uncollected waste is burned, buried or dumped in backyard and other spaces but also the open dumping of collected waste causes groundwater, soil and air pollution. When the disposal is in wetlands, floodplains or alongside rivers, rains spread the contamination also to surface waters. Fires release potentially toxic emissions and fine particulates into the air. Lack of fencing and other controls allow domestic and wild animals on site. Waste pickers access the sites without protection, safety, monitoring or control measures in place. 3 World Bank. 2015. Country Partnership Framework for Azerbaijan FY16 –FY20, 2015. Washington, DC: World Bank. 4 The World Bank, The Republic of Azerbaijan: Climate Change and Agriculture Country Note , June 2012. http://documents.worldbank.org/curated/en/575751468014471558/pdf/954070WP0Azerb00Box391416B00PUBLIC0.pdf. 5 Source: National Solid Waste Management Strategy for 2017-2035. Mar 19, 2018 Page 4 of 14 The World Bank National Solid Waste Management Project (P167007) 9. The sector is governed by the overarching Law on Industrial and Household Waste (1998, amended in 2007). The Law defines municipal waste as “substances, items and materials originating in residential areas as a result of human life�. This definition does not include waste from the commercial, institutional and industrial sector (CII), neither street waste and wastes from green areas and parks, which are typically also defined as municipal solid wastes. The Law is currently under revision and amendments to the definition of municipal solid waste (MSW) as well as other aspects are expected. This work has been undertaken within the larger initiative of the Government to carry out an inventory of existing laws and regulations concerning waste management and to prepare changes and draft legislation that supports the implementation of the recently developed National Solid Waste Management Strategy (see below). 10. The institutional framework is fragmented and a central coordinating body is envisaged but not yet created. Numerous institutions are directly involved in SWM starting with the President issuing Decrees on specific subjects, the Parliament for passing Laws and its amendments, Cabinet of Ministers for coordination and approval of key strategic directions, Tariff Council for approving tariffs, the Ministry of Economy (MoE) for policy formulation and project implementation, the Ministry of Environment and Natural Resources (MENR) for control and enforcement, the Regional Executive Powers (REPs) and Municipalities. The Republic of Azerbaijan is divided into 59 rayons, 11 cities, 2732 municipalities and the autonomous Republic Nakhchivan comprising 7 rayons and 1 city. The REPs govern the rayons and the cities. The President appoints the Heads of the REPs. Municipalities were created by Law in 1999 and started to operate in 2000 with elected Mayors and City Council. Up to 1999 the REPs were solely responsible for SWM; since then, municipalities were made legally responsible for SWM but the actual transfer of responsibilities and financing has lagged behind. The institutional capacity within the sector remains weak especially within REPs and municipalities. In Baku, to overcome this problem, the Government created a state-owned utility, Tamiz Shahar, responsible for the implementation and operation of treatment and disposal facilities. A similar set up nationally is envisaged under the National Solid Waste Strategy as discussed below. 11. The sector remains underfunded and subsidized by the state budget. The tariffs and the tariff collection rate are low, and collected charges are poorly accounted. Although the country has an official waste tariff, which is 0.3 Manat/person/month by default but some REPs are assigning different tariff on their own to reach the required cost recovery level. Where collected, the 0.3 Manat/person/month is most commonly applied which is 0.12% of the average total household income. In comparison, the international benchmark for waste services to the population is around 1% of disposable income. The accounting of the waste charges is poor and it is not clear to what extent collected revenue is reinvested into the sector. The state budget has been allocating significant subsidy to finance recurrent costs in addition to capital investment financing. The subsidy was estimated at US$24.14 per ton in 2016. In addition, there are no financial incentives for operators to deliver the waste to disposal facilities and consequently large amounts of collected waste are dumped illegally and fail to reach authorized sites. So, despite the high subsidy to the sector, its performance remains poor. 12. To respond to the above issues, the Government has prepared a comprehensive National Solid Waste Strategy that sets a detailed phased roadmap to enhance the sector and its performance. The overall objectives of the Strategy are to (i) improve core collection and disposal processes including the development of regional landfills and transfer stations aimed to provide disposal services for various groupings of rayons throughout the country, which is then followed by more ambitions targets for recycling and recovery; (ii) ensure safe and efficient neutralization and disposal of hazardous wastes to minimize damage to public health and the environment; and (iii) ensure the efficient use of available resources in setting up the investments and development schemes that would improve solid waste collection, recovery and disposal in all the country’s rural and urban areas. The Strategy Mar 19, 2018 Page 5 of 14 The World Bank National Solid Waste Management Project (P167007) introduces the regional approach for disposal, based on 8 waste sheds served by one regional sanitary landfill each and several transfer stations. The Strategy contains several options for sustainable institutional and financial set up of the sector, including the establishment of a national disposal company to run the regional landfills and transfer stations that are to be built in the short and medium term. The Strategy envisages establishment of the hazardous waste management infrastructure and facilities. The Strategy proposes to improve the tariff collection rates and financial accounting by attaching it to the electricity bill, following a differentiated tariff scheme depending on household energy consumption level; it further envisages the introduction of effective financial and waste accounting systems and adoption of a gradual tariff increase scheme that should allow to gradually offset the government subsidies by 2035. The National Strategy and supporting background studies, prepared with funding under the ongoing Integrated Solid Waste Management Project Additional Financing (ISWMP AF), offers plausible development approaches given the state of the sector in Azerbaijan and provides a solid direction for sector development. The Strategy is in proves of being endorsed by the Cabinet of Ministers and the Presidential endorsement is expected before appraisal. 13. Rationale for Bank’s involvement. World Bank has a long history of engagement in SWM in Azerbaijan as discussed above (see paragraph 13The World Bank has a decade long record of supporting the solid waste management sector in Azerbaijan through successful implementation of the ISWMP and its AF that were primarily focused on the Greater Baku area. The Bank was engaged with the policy discussions during the preparation of National Solid Waste Management Strategy and the related dialogue towards improved technical and financial sustainability of the sector. The Banks’ global and regional experience in solid waste management, as well as in institutional development of the sector, adds significant value to related processes in Azerbaijan. Other development partners active in Azerbaijan as well as the Government have been looking to the Bank’s leadership role as advisor and financier of the waste sector in country. The Bank is also able to introduce international good practice in sustainable waste management, tariff reform and private sector engagement. C. Proposed Development Objective(s) 14. The PDO of the proposed project is to enhance the availability and quality of solid waste management services in selected regions in Azerbaijan. This would be achieved through (i) technical assistance (TA) to strengthen the institutional framework, support implementation of policies on waste management and operational financing, and improve local capacity; (ii) support towards the development of 3 regional waste sheds; and (iii) support towards project management. 15. Project beneficiaries. Direct beneficiaries are participating regions, municipalities and service providers. The primary beneficiaries are the population of the three participating regions, i.e. Lesser Caucasus, Absheron and Guba-Khacmaz. Women and children (especially girls) will also be beneficiaries, given that the project is expected to provide secure and better managed solid waste collection and disposal services while women are disproportionately engaged with handling of household waste and disproportionately affected when scavenging in uncontrolled environments. The society as a whole will also benefit from the reduction of GHG emissions and therefore conservation of climate, as a global public good. Key Results (From PCN) Mar 19, 2018 Page 6 of 14 The World Bank National Solid Waste Management Project (P167007) 16. The following results indicators to measure PDO-level results are proposed and will be further refined during project preparation in collaboration with the client: • Increased number of people in urban areas with access to regular solid waste collection services (gender disaggregated); • Increased number of disposal facilities operating in accordance with national environmental standards; • Percentage of beneficiaries satisfied with project activities (gender disaggregated). 17. A set of intermediate results indicators to track the progress in project implementation will be developed by project appraisal. It will include an indicator on sustainability, such as detailed implementation plan for gradual reduction of the state subsidy and increase in tariff collections developed and approved. D. Concept Description 18. The project supports the implementation of the Azerbaijan National SWM Strategy that envisages the establishment of eight waste sheds with one regional landfill each and supporting infrastructure such as transfer stations and equipment, and closure of wild dumps. The project will finance the development of three of the 8 waste sheds identified in the National Strategy, namely - Lesser Caucasus, Absheron and Guba-Khacmaz. These regions were prioritized by the Government since they host the largest urban centers beyond Baku (Ganja and Sumgayit), have important economic potential (regional development and tourism sectors), and high level of poverty (Ganja-Gazakh and Guba-Khachnmaz). Together, the three regions host about 2.4 million people or 25% of the population of Azerbaijan. 19. Component 1 – Technical Assistance (TA) for the implementation of the National SWM Strategy. This component will (i) support the Government’s efforts to implement institutional reforms envisaged in the National Strategy, namely the corporatization and strengthening of regional treatment/disposal agency(ies); the TA could include the development of corporate development plan, legal, financial and organizational support for the joint stock Solid Waste Management Company (SWMC) that will be responsible for treatment/disposal nationally, as well as the establishment of entity under the national government that will be tasked with national sector planning and regulatory and oversight responsibilities; (ii) support to the development of a nationally implemented waste fee charging and fee collection scheme with (regulatory) mechanisms to regulate the flow of funds to operators; (iii) capacity building to the MoE and its relevant departments engaged with the communal sector and SWM as well as to the regional Executive Powers (EPs) and municipalities in the three regions benefitting under the project; (iv) detail design studies and construction supervision of project activities; (v) preparation and implementation of Public Awareness and Outreach Program; (vi) design of collection and roll out systems in selected project rayons, route optimization and implementation plan for local SWM providers; (vii) TA for development of hazardous waste management solutions; and other required supplementary technical studies under proposed project, and studies required for post-project investments. 20. The TA for development of hazardous waste management solutions would provide assistance to the identification and GIS mapping of hazardous wastes ‘hotspots’ across the country, including with POPs, medical and industrial/mercury waste; the review of the national hazardous waste related regulatory and legislative framework, and developing recommendations for its harmonization with international standards such as the EU acquis; and the assessment of investment needs for establishing a national hazardous waste management Mar 19, 2018 Page 7 of 14 The World Bank National Solid Waste Management Project (P167007) infrastructure, whether stand-alone, or (partially) combined with the general waste system to be developed under the proposed project. 21. Component 2 – Development of Regional Waste Sheds. This component will finance procurement of collection and disposal equipment (e.g. trucks, waste containers, weighbridges, bulldozers, etc), construction of new disposal facilities (e.g. landfills and transfer stations) in the selected rayons and initial rehabilitation of existing formal dumps and closure of wild dumps. The investments include measures to create new waste facilities for disposal activities in an operationally and environmentally sound manner. 22. Component 3 – Project management. This component will finance the incremental operating costs associated with implementation of the project, such as expenditures of Project Implementation Unit and other expenses required to achieve the project development objective and components listed above. SAFEGUARDS A. Project location and salient physical characteristics relevant to the safeguard analysis (if known) The Project will involve the construction of modern landfill facilities in three regions (Absheron, Shabran, and Shamkir), the construction of waste transfer stations in the same regions, and small rehabilitation works at existing dump sites. The location of transfer stations is to be determined. In the project area there are about 13 local dumpsites, some of which are close to residential areas (for example, Shamukh, Goranboy and Shamkir). Despite the limited amount of MSW disposed daily, (mostly less than 10 tons per day), these dumpsites are relatively extensive in plan area, generally ranging between 1 to 5 hectares operationally but up to 25 hectares in total size. Existing dump sites will continue to operate during the life of the Project, but it is expected that their operation will decline and eventually be replaced by the new landfill sites. No land acquisition or resettlement are expected under the Project. Land for the three landfill sites has been allocated by local authorities. All three sites are publicly owned, empty of structures, businesses, crops, or other assets, and do not bear high ecological value; dominated by sediments of various origin consisting of partially consolidated interlayer sand, gravel, silt and clay. The topsoil has a light, loamy structure and a medium degree of salinity with poor nutritional value. No land acquisition is expected for the construction of access roads or camp sites either. At the same time, local people currently conduct agricultural activities (cattle farms, crops) including livestock grazing near the Absheron, and Shabran sites which may need to be restricted. In Shabran, rehabilitation of the access road to the landfill site may have impact on crops located close to the road. B. Borrower’s Institutional Capacity for Safeguard Policies The project will be implemented by the Project Implementation Unit (PIU) established under the Ministry of Economy in 2009 for the purposes of the ongoing Integrated Solid Waste Management Project. Since then, the PIU has gained considerable experience in the implementation of the World Bank safeguard policies OP 4.01 and OP 4.12. Throughout the current project life the safeguard performance has been satisfactory, with all requirements duly met and mitigation measures properly implemented. There are full-time environmental and social specialists in the PIU who have been responsible for the environmental and social management of the current project and will remain in the implementation team of the proposed project. Mar 19, 2018 Page 8 of 14 The World Bank National Solid Waste Management Project (P167007) C. Environmental and Social Safeguards Specialists on the Team Gulana Enar Hajiyeva, Environmental Safeguards Specialist Sophia V. Georgieva, Social Safeguards Specialist D. Policies that might apply Safeguard Policies Triggered? Explanation (Optional) This policy is triggered because the implementation of project activities related to the construction of new landfills and waste transfer stations may cause significant environmental risks. Those may include impacts on soil, surface and ground water, air, impacts caused by noise and vibration, and related to the change of landscape. The phase of the operation of new waste management facilities may also be associated with certain environmental concerns such as the need to capture waste decomposition gases and to treat leachate. The client shall ensure that the environmental aspects are duly addressed and mitigated. Thus, the anticipated environmental impacts are considered in detail by the following safeguard documents: 1. since the location of the waste transfer stations has not yet been defined, an Environmental and Social Management Framework is developed, which will identify the processes and procedures, as well as Environmental Assessment OP/BP 4.01 Yes implementation arrangements and institutional responsibilities for the preparation, approval and disclosure of Environmental and Social Management Plans (ESMPs) for each transfer station. Also, while it is not certain whether the closure and reclamation, or initial rehabilitation of the existing wild waste dumps will take place within the project implementation period, the ESMF will provide guidance to the client by describing the process for the preparation of safeguard instruments and underlining main aspects to be considered for these activities, including site assessment to establish the scope of any potential soil and groundwater contamination, as needed, as well as elaboration of dumpsite decommissioning, closure and rehabilitation plans under respective ESMPs. When considering social risks and impacts the ESMF will refer to the Poverty, Social and Gender Assessment conducted by the client as part of the feasibility studies; Mar 19, 2018 Page 9 of 14 The World Bank National Solid Waste Management Project (P167007) 2. full Environmental and Social Impact Assessments (ESIAs), including Executive Summaries, are prepared for the construction of each new landfill in Absheron, Shabran and Shamkir. The ESIAs include, inter alia, an analysis of alternatives related siting. All the above documents will undergo Bank review and clearance, duly disclosed and consulted, and submitted to the Bank prior to Appraisal, by August 31, 2018. Component 1 will provide Technical Assistance (TA) to develop hazardous waste management solutions and identify post-project investments, through a series of consultancies/studies. In order to ensure that safeguard requirements are duly addressed, the Terms of Reference for the development of hazardous waste management solutions, and for other required supplementary technical studies, will incorporate relevant tasks and requirements. No restructuring and job losses are anticipated as a result of the TA. Some waster pickers are found to collect waste materials at the dumpsites as a source of income. Feasibility studies identified approximately 15 waste- pickers at Shamkir dump-site and 4-5 waste-picker households at each of the dumpsites to be served by Shabran and Absheron new landfills. The project will not have a direct impact on the income of waste pickers because no activities will be financed that will restrict their access to existing dumpsites. However, existing dumpsites may be closed down and many waste pickers may lose existing income sources, as new landfills and transfer stations are built under the project. Decisions has yet to be made if existing dumpsites will be closed during or after the life of the project, or if they are to be closed down at all. Even if existing dumpsites are not to be closed down, the construction of modern landfill facilities would likely impact the income of waste pickers since the amount of valuable waste in existing dumpsites will decline over time, and eventually cease to exist in a meaningful quantity. The experience of the existing project is that waste collection, assortment and other activities in solid waste management provides many secure jobs for waste pickers who are skilled at such activities. Experience also shows that not all waste pickers are willing to be employed on a full-time basis, Mar 19, 2018 Page 10 of 14 The World Bank National Solid Waste Management Project (P167007) and some of them prefer to continue informal modes of employment. The new project plans to continue to offer waste pickers a privileged access to formal jobs at new landfills and transfer centers throughout the life of the project, as has been done under the existing project. The project will also facilitate access of waste pickers to the government’s existing training and job placement services, following the existing project, especially where existing dumpsites are distant from new landfills or transfer stations for waste pickers to be employed. Such measures will be described in the ESMF and site specific ESIAs and ESMPs. The ESMF will also describe measures taken and outcomes observed under the existing project to mitigate income loss of waste pickers, and provide lessons learnt for the new project. Various measures will also be taken to ensure health and safety of workers employed at landfills and transfer centers to be established under the project, such as awareness raising, mandatory use of safety equipment and training in safe handling of waste materials, as has been done under the existing project. ESIA documents will include a discussion on social and gender impacts beyond resettlement. A Poverty, Social, Gender Assessment was conducted at feasibility stage for the Lower Caucasus Waste shed Region (which includes Shamkir site). Its recommendations will be taken into account in the ESIAs (to the extent to which some of the findings are also applicable to Shabran and Absheron). No social conflict or tensions are expected with regard to construction of the landfill sites, which are located far from residential areas. Nevertheless, close social monitoring should be provided. ESIAs will also describe a GRM mechanism, building on the GRM of the current Project. Performance Standards for Private Sector No Activities OP/BP 4.03 The feasibility studies and preliminary Environmental Assessment conducted by the Borrower did not Natural Habitats OP/BP 4.04 No identify any critical or valuable natural habitats existing in the project area. The site-specific ESIAs will provide for a detailed consideration of the matter. Mar 19, 2018 Page 11 of 14 The World Bank National Solid Waste Management Project (P167007) The feasibility studies and preliminary Environmental Assessment conducted by the Borrower and Bank team's site visits did not identify any forested areas Forests OP/BP 4.36 No within, or in close vicinity to the selected project sites. The site-specific ESIAs will include baseline site assessment to confirm this finding. By appraisal, the team will clarify whether the procurement or use of pesticides may occur for the abatement of pests, including for operation of new landfills and waste transfer stations, as well as initial Pest Management OP 4.09 TBD rehabilitation of any formal/informal dumps. Depending on the findings, a decision on the applicability of the policy will be taken before appraisal. The feasibility studies and preliminary Environmental Assessment did not identify any potential for physical cultural resources to be found in the project area. The Physical Cultural Resources OP/BP 4.11 No ESIAs and ESMPs will specify procedures and responsibilities to be applied in case of chance finds in the project area during the project implementation. Indigenous Peoples OP/BP 4.10 No NA This policy is triggered as small-scale impacts on crops and private lands may occur during works on construction of transfer stations or small-scale works on existing dumpsites, as well as access roads that may need to be constructed or repaired to access these. The main construction activities of landfill sites in Shabran, Shamkir, and Absheron will not require Involuntary Resettlement OP/BP 4.12 Yes land acquisition or resettlement. Public land sites, which are currently free of use, have been allocated for this construction. A Resettlement Policy Framework will be prepared, disclosed, and consulted prior to project Appraisal, building on the RPF for the existing project. Safety of Dams OP/BP 4.37 No NA Projects on International Waterways The project will have no impact (direct or indirect) on No OP/BP 7.50 international waterways. Projects in Disputed Areas OP/BP 7.60 No NA Mar 19, 2018 Page 12 of 14 The World Bank National Solid Waste Management Project (P167007) E. Safeguard Preparation Plan Tentative target date for preparing the Appraisal Stage PID/ISDS Aug 31, 2018 Time frame for launching and completing the safeguard-related studies that may be needed. The specific studies and their timing should be specified in the Appraisal Stage PID/ISDS The ESMF, Absheron ESIA and RPF will be prepared, disclosed and consulted by April 30, 2018. The Shabran and Shamkir ESIAs will be prepared, disclosed and consulted by July 30, 2018. The hard copies of all documents will be available for public review prior to the consultation meetings in respective districts of Absheron, Shabran adn Shamkir, in locations easily accessible by PAPs. CONTACT POINT World Bank Kremena M. Ionkova, Hadji Huseynov Senior Urban Development Specialist Borrower/Client/Recipient Republic of Azerbaijan Ilqar Isayev Head of the department of finance of social projects ilgar.isayev@maliyye.gov.az Implementing Agencies Ministry of Economy Sahil Babayev Deputy Minister and Project Director sahil.babayev@economy.gov.az Hidayet Abdullayev Deputy Project Director habdullayev@iswm.az Mar 19, 2018 Page 13 of 15 The World Bank National Solid Waste Management Project (P167007) FOR MORE INFORMATION CONTACT The World Bank 1818 H Street, NW Washington, D.C. 20433 Telephone: (202) 473-1000 Web: http://www.worldbank.org/projects APPROVAL Task Team Leader(s): Kremena M. Ionkova, Hadji Huseynov Approved By APPROVALTBL Safeguards Advisor: Nina Chee 09-May-2018 Practice Manager/Manager: David N. Sislen 11-May-2018 Country Director: Naveed Hassan Naqvi 22-Jun-2018 Mar 19, 2018 Page 14 of 14