Details of the end-to-end sustainable
waste management model

The Waste No More programme

Xynteo Vikaasa in collaboration with Hindustan Unilever and SBI Foundation, has conceptualized the ‘Waste No More’ Programme to solve the plastics waste management problem and support the Government of India’s Clean India Mission by establishing working models on plastic waste circularity. Our work focuses on building Islands of Excellence by:

1. Strengthening the waste management infrastructure,
2. Integrating the informal sector,
3. Educating and empowering communities and children and
4. Strengthening the ecosystem by informing policy.

Waste No More Programme is a collaborative, sustainable business model implemented at the zonal (ward) level that works across the full waste value chain by building an inclusive circular economy.

All the focus areas essentially converge into an end-to-end circular waste management model that flows in a four steps process in a repeat cycle: 

Key components of this WNM toolkit

Key actors and their roles


Case study D Ward MRF​

An end-to-end waste management model

Project overview

Project outcome

Key partners

Approval authority, provision of
MRF premises

Behavioral change expert and offsetting partner i.e. paying for plastic to be disposed sustainably

CSR expert and funding partner

Recycler, D ward MRF
implementation partner

Approval authority, provision of MRF premises

The WNM model includes building an inclusive circular economy by setting up adequate infrastructure, redefining partnerships, establishing connections with the informal sector, creating traceability and empowering communities

Island of excellence – end to end dry waste management

An inclusive, circular approach to waste management

Building an island of excellence – D ward

D ward impact snapshot


of dry waste from D ward processed at MRF

1.5 Lakh





Commercial institutions


Residential communities


Safai-saathis and local waste aggregators

D ward MRF - FAQs

  • Most ULBs have pre-identified land allotted for waste management, based on proposals this land is allocated and also supported with civil, mechanical, and electrical infrastructure
  • Permission are required from ULBs to lease land for long-term use for the MRF
  •   With catalytic funding from SBIF, OPEX was paid for MRF has 8 people working, key roles include:
  •   Site Supervisor: Responsible for overall operations, maintains documentation and day-to-day handling, responsible for stakeholder coordination
  •   Collection Executive: Responsible for managing overall dry waste collection from aggregators and community, responsible for labour
  •   6-8 safai-saathis working directly at the centre and 50+ are integrated for a unified supply chain

  • Approximately Inr 2 million funded by Implementation Partner (Dalmia PolyPro)

  • Approvals to run the center was provided by the ULB

  • Segregation conveyor, Jhatka Machine, Bail Press

  • NOTE: Based on land received machinery and capacity can be determined

  • Majority of dry waste is collected by local aggregators; & going ahead the dry waste would also be collected from bulk generators

  • Waste collection, manual sorting of dry waste, secondary segregation, bailing of sorted materials for further transport to recycling plants
  •   MRF capacity prior to lockdown (COVID-19) was reached at 1.3 TPD
  •   MRF capacity of 3-4 TPD achieved
  •   Daily Records are maintained of incoming waste and outgoing segregated waste. Weekly records to be shared with the other stakeholders


Business case for sustainable
waste management model

MRF D ward​

An end-to-end waste management model


Impact Case for sustainable
waste management model

Environment impact

The majority of dry waste is made up of plastic. It is either dumped in landfill or incinerated. This is both financially and environmentally unsustainable.

  •  Air, land and water pollution

  •  Health hazards for animals and human beings

  •  Resource depletion

  •   Diversion of waste from landfills and oceans along with open burning of waste.

  •   Limits resource depletion as less virgin plastic and materials will be used for products. It also reduces the amount of energy it takes to procure or produce these raw materials.

Potential impact from the WTV programme:

Social impact

The informal waste sector in India is made up of the local aggregators (kabaadi system) and waste pickers and plays a significant role in collection and processing of recyclable material. To create a sustainable WNM model, it’s essential to recognise, identify and integrate informal sector workers into the formal waste management processes and initiatives.

  •   Informal employment and low wages

  •   Low dignified livelihood

  •   Unhygienic working conditions

  •   Short-term welfare (protective gear, facilities, care, housing, etc.)

  •   Medium-term development opportunities (education, alternative vocational training, income generation)

  •   Long-term rights (awareness raising, labour standards, legal reform and enforcement)

Chapter Checklist

Chapter 3 - Building The Partnership