\n
If India Inc is expected to invest more \n in agriculture, many of the existing acts need to be amended. \n Till the Agricultural Produce Marketing Committee (APMC) Act \n is amended, farmers cannot sell their produce in the open \n market, but only in the mandis (wholesale markets). The mandi \n is controlled by the arthiyas (commission agents) and mashokars \n (middle men) who pay a fee to the government for the upkeep \n of the market and improving the infrastructure. <\/p>\n
So far, 16 states have amended the Act but \n until these states frame the rules under the amended Act it \n remains a legislative exercise that does not change ground \n realities. Delhi has once again extended the deadline to March \n 2008 for all 29 states to amend the law.Till that happens, \n India will remain one of the most fragmented markets for agriculture \n produce. <\/p>\n
The amendment of the Act has paved the way \n for contract farming in a numbers of states although there \n is a restriction on the lease period. Under the model law \n on contract farming, a farmer can lease out his land for a \n minimum of 11 months and a maximum of 30 months. Companies \n getting into retail complain that 30 months is too short a \n time to recoup investments. Farmers are wary of longer leases \n because they fear they would lose their land rights. The corporate \n entrants have been seeking an amendment in the Revenue Act \n so that they can lease land for up to 10 years. Says Rakesh \n Mittal: “We need to amend the law so that farmers can \n lease land on long tenure without alienating their ownership \n rights.” <\/p>\n
Currently, only three states — Punjab, \n Haryana and Maharashtra allow farmers to lease land. Here \n too, farmers are now leasing out their land for 30 months. \n In the wake of the agitation against the special economic \n zones however, companies are finding it impossible to pick \n up land for agricultural purposes.
\n
\n Anup Jairam <\/em>
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\n <\/p>\n <\/div>\n For most, one of the inspirations has been \n PepsiCo. The food subsidiary of the US soft drink company has \n been successful in transforming agriculture in a part of Punjab \n where Pepsi pioneered the concept of contract farming for bulk \n procurement of crops like potato, tomato, groundnut, chilli \n and paddy. In partnership with the Punjab Agriculture University \n and Punjab Agro Industries Corporation, it used location-specific \n R&D to boost yields of tomato and chilli by almost three \n times. <\/p>\n
It is the same idea that is driving the \n latter-day corporate farm evangelists. Mittal says drip irrigation \n methods will be promoted to stop the wastage of water which \n he terms “an ecological nightmare”. Other good \n practices are part of the package that companies are offering \n farmers across the country: improved seeds, fertilisers and \n pesticides, technical support on multi-cropping, better irrigation \n methods, the works. <\/p>\n
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\n All of which would raise farm incomes by at least 30 per cent. \n Even better, farm employment would go up since horticulture \n is labour-intensive and would keep more people employed on the \n farm than other crops. Alongside, this would come an impressive \n network of infrastructure from pre-coolers and pack houses to \n cold stores and refrigerated trucks. <\/p>\n
For Indian agriculture, this could be a Godsend \n as it struggles to move up the value chain. Horticulture growth \n rates in India have been dismal at 4 per cent for the last decade \n compared with a staggering 56 per cent globally. A 2 percent \n increase in growth of production in the last two years has brought \n total production to 184.8 million tonnes. <\/p>\n
India is the second largest producer of fruits \n and vegetables (15 per cent and 11 percent respectively) but \n way behind China which accounts for 34 percent of world output. \n <\/p>\n
Fortuitously for the farmers, retail interest \n is happening at the right time when the interests of big business, \n the farmer and the consumer are coinciding. And as it happened \n with the Green Revolution, a public-private partnership is falling \n into place. Since 2004, the agriculture ministry has been taking \n more than a cursory interest in this sector and set up the national \n horticulture mission to give the much needed thrust to the farm-to-fork \n campaign. S. K. Pattanayak, joint secretary in the agriculture \n ministry, says the basic effort is to help farmers equip them \n to meet domestic and export demand more efficiently. A star \n feature of this plan is the terminal market, a one-stop shop \n that will offer state-of-the art facilities for grading, storing \n and transport of perishables, besides banking.
\n
\n <\/p>\n
The first of these is coming up in Chandigarh \n and Reliance is among the four companies that have been shortlisted \n by the Punjab agriculture department. Eight of these terminal \n markets are coming up in the country in an initiative that is \n being monitored by Yes Bank as the consultant to the project. \n For both farmers and the retail chains, these markets will be \n linked to a number of collection centres in key centres. <\/p>\n
Why should the entry of big companies in F&G \n mean good news for the farmer, 75 per cent of whom are small \n and marginal cultivators with less than a hectare of land? The \n simple reason is that almost all of these companies are planning \n huge backend operations to create captive agricultural bases, \n either for their retail outlets or for supply. For starters, \n it means that farmers can sell directly to these retailers or \n aggregators such as Trikaya Agriculture and break free of the \n regulated mandis (see ‘Restrictive laws’). In this \n scheme of things, the farmer’s share in the retail price \n is as little as 12-15 per cent compared with 40 per cent for \n farmers in Thailand. <\/p>\n
The World Bank believes that huge investments \n by the retail biggies in the supply chain infrastructure could \n usher in a service revolution that would shorten the distance \n that fresh produce travels to reach the consumer. In a supply \n chain analysis of 13 high value commodities that covered 1,400 \n farmers, 200 commission agents and 65 exporters across the country, \n the Bank found that high transport costs and multiple players \n in the linear supply chain were crippling horticulture. India \n is a large low-cost producer of fruits and vegetables but is \n unable to compete in the global market on account of what it \n terms the logistics tax on fresh farm produce. The inefficiencies \n in the system also mean that 25-30 per cent of the produce (valued \n at Rs 50,000-52,000 crore) is wasted, imposing additional burden \n on both the grower and the consumer. <\/p>\n
Big retail’s plans to clean up the back-end \n may change all this. Trikaya Agriculture and Mahindra Shubhlabh \n are just waiting for organised agro-retail business to take \n off. According to the Central Potato Research Institute of India \n (CPRII), India produces 25 million tonnes of potatoes. For those \n who can link the supply chain from the farm to the shelf, a \n business worth Rs 2,500 crore is up for grabs. Mahindra Shubhlabh \n is upbeat about this development and is already testing different \n supply chain models to link agro-retail firms. It would either \n enable the transportation of farm products to a store or become \n what are known as “aggregators” of farm produce. \n This term is used when the retailer leases out a small section \n of a store to the aggregator, whose business is to collect produce \n from different farms and fill up empty shelves in the store. \n <\/p>\n
The profit sharing margins on the particular \n space leased in the store would depend on the retailer. The \n aggregator could use a mix of warehouses, cold storage facilities \n and refrigerated trucks depending on the kind of product that \n is to be put on the shelf. He will also bear the loss in the \n case of perishable items when in transit. Tesco in Europe has \n 7 per cent of its $40 billion business being managed by ‘aggregators’ \n and ‘distributors’. “If this happens in India \n with agro-retail, there is a lot of money for us,” says \n Vikram Puri. <\/p>\n
Mahindra Shubhlabh is already working in 100,000 \n acres of farmland, which includes contract farming. They have \n also leased 55 acres from farmers in Punjab for the same purpose. \n
\n
\n <\/p>\n
In the process of setting up the retail networks, \n these large corporations are changing the domestic agricultural \n landscape. For starters, they are introducing the Indian farmer \n to better seeds, new technology, supply chain management and \n food processing. These companies have already brought in technology \n that increases the shelf life of fruits and vegetables. <\/p>\n
Primarily, there are three models being worked \n on by India Inc. First, a model farm like Bharti’s FieldFresh. \n Second, contract farming. Third, contact farming. In contract \n farming, the farmer is supplied seeds and other ingredients \n by the company. The contractor buys the entire farm produce \n at a pre-fixed price. However, in case there is a supply shortage \n and the price offered by the government is higher than the price \n contracted by the company, the farmer can sell it all to the \n government. <\/p>\n
Contact farming is a more complicated. Here, \n a farmer takes land on lease from other farmers. He is generally \n paid Rs 15,000 per acre every year, while the marginal farmer \n is employed to work on his land for which he is paid a monthly \n salary. But Bharti says it is switching to contract farming \n because of the complexities of contact or collaborative farming. \n <\/p>\n
Not surprisingly, Punjab is ground zero for \n both Bharti and Reliance’s food retail ventures. After \n all, Punjab is where the Green Revolution changed the face of \n Indian agriculture in the mid-1970s. Punjab is also the first \n state to set up the terminal market that will act as a major \n catalyst for farm growth. <\/p>\n
In other parts of the country too, companies \n —like farmers — will be benefiting from the groundwork \n done by the government to promote precision farming in horticulture. \n <\/p>\n
Companies from Mumbai are making a beeline \n for Tamil Nadu’s Dharmapuri village, which has made a \n signal success of its fruit and vegetable production, thanks \n to government support. It has corporates with big retail plans \n knocking on the doors. Officials from Reliance and the Aditya \n Birla group have visited the village, looking to source vegetables \n directly.
\n
\n These retail chains are sourcing produce through three routes. \n One, from village markets or mandis. Second, from APMC yards. \n And, third, by linking directly with farmers. Food Bazaar has \n links with farmers growing potatoes and fruits. It has even \n gone on to link farmers in the dairy business with the help \n of a company called Dynamic Dairy in Maharashtra. It has also \n sourced produce from farmers growing exotic vegetables like \n red pepper, mushroom, etc. <\/p>\n
In Ratnagiri, Maharashtra, farmers have formed \n cooperatives and regularly supply mangoes to retail chains. \n “We sold 35,000 tonnes of mangoes from Ratnagiri last \n year. The farmers managed to get 90 per cent of the original \n cost,” says Arvind Chaudhary, CEO Pantaloon Retail’s \n food business.
\n
\n <\/p>\n
If they had gone to a mandi they would have \n realised only 70 per cent of the cost. This year, Pantaloon’s \n Food Bazaar is planning to buy 100,000 tonnes of mangoes. The \n supply chain is managed such that mangoes are transported to \n the store a week before they become ripe. Cold chain is used \n only in the case of potatoes, where 5,000 tonnes are stocked \n in UP. Pantaloons food business is growing at 25 per cent in \n the entire Big Bazaar chain, which also sells FMCG products. \n <\/p>\n
However, there are certain issues that agro-retail \n chains will have to address before they can make the farmer \n smile. “Hurdles such as bad infrastructure, high cost \n logistics management, the middleman and the limiting APMC Act \n will have to be crossed if retail has to assist the farmer,” \n says Choudhary. Since the existing supply chain allows them \n to connect with only those farms that are nearest to the cities, \n those living in the hinterland still have no access to markets. \n Importantly, the best of these stores shy away from commenting \n on the investments. <\/p>\n
Godrej Agrovet on the other hand has tactfully \n used its marketing experience in rural areas by opening advice \n centres called ‘Aadhar’. These centres will enable \n the farmer to increase his production from 40 tonnes per acre \n to 100 tonnes per acre. This year, the company will cover 2,500 \n villages and farms in these villages will be directly linked \n to its retail business, Nature’s Basket, in Mumbai. “The \n proposition here is to remove the intermediary who is adding \n more cost than value,” says C.K. Vaidya, managing director \n of Godrej Agrovet. Godrej too does not use the cold chain. A \n modern supply chain, including refrigerated trucks and warehouses, \n would come at a high cost and the burden is borne by the consumer. \n “The consumer should be prepared to pay this cost,” \n Vaidya says. <\/p>\n
This development poses two challenges for \n retail firms. First, they would have to squeeze the supply chain \n in order to offer the best prices. Here, the farmer will have \n to bear the brunt and could end up sacrificing more than he \n can in terms of price realisation. Second, the consumer is left \n with no choice but to pay a higher cost for getting fresh farm \n products. This is an issue that retail stores will grapple with \n and only certain items such as oranges and potatoes will be \n stored in the cold chain. Importantly, they will stick to proximity. \n Access to farms within a 4-5 hour reach will determine pricing \n and the product mix in the agro-retail business. <\/p>\n
This apart, there has been a call to set up \n an exchange market for agricultural produce. This free market \n principle, CEOs feel, will liberate the farmer in terms of actual \n price realisation and keep him out of debt for the coming season. \n The National Spot Exchange Limited, an exchange which is dedicated \n for agri-produce, is supposed to create a benchmark even for \n the small farmer who can sell only one quintal. “The price \n in the exchange will be determined by many buyers around the \n country and not the local trader,” says Anjani Sinha, \n managing director and CEO of NSEL. The NSEL is in the process \n of setting up 117 warehouses and cold chains of 700,000 metric \n tonnes capacity each to make the exchange operational. <\/p>\n
Though farmers are upbeat about selling directly, \n they are still wary. “They (corporate retail chains) wanted \n to ink a deal with us and were even talking about a partnership \n model. But we need a fixed price over a certain period,” \n they say. <\/p>\n
Right now, companies are mostly dealing with \n farmers on the periphery of cities but analysts say they would \n ultimately have to invest in cold chains and move into the interiors. \n Whether companies — except for those with deep pockets \n like Reliance — will have the courage to do that is in \n question. According to the confederation of Indian industry, \n if India has to double fruits and vegetables production to 300 \n million tones by 2012, it would require pumping in close to \n Rs 20,000 crore. But analysts warn that such investment may \n not pay dividend since it doubles the cost of transportation. \n
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\n <\/p>\n
\n
\n
\n So, how will retail chains be able to pay the farmer a higher \n price, subsidise the cold chain and yet give it cheap to consumers \n in the long run? Most vegetables and several fruits don’t \n need cold chains, says S. Sivakumar, ITC’s chief executive, \n agri businesses. “Vegetables are grown in the periphery \n of towns and they can move in ambient chains. What’s required \n is better coordination along the chain to minimise wastage.” \n <\/p>\n
But, for the moment, retail chains continue \n to side-step the key question: Will farmers benefit? “It \n is competition that will bring down the margins but the savings \n will be pocketed by the retailers themselves. But the savings \n could very well be pocketed by the retailers themselves,” \n concedes Siva Kumar. <\/p>\n “It’s a different universe out there,” says \n he. “Companies need to empathise with the farmer and build \n relationships on a win-win wicket. Otherwise, it just won’t \n work.”
\n
Putting the farmer under contract<\/strong> <\/div>\n \n
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\n Behind the squeaky clean showrooms of the new food retail \n outlets that are dotting the cityscape, dirty wars are being \n fought. There is poaching of staff and suppliers, and aggressive \n price discounting as rival retail chains try to win custom \n and destroy competition. Most of the grubby skirmishes are \n over farmers – and their produce. Suddenly, the humble grower \n of veggies and fruits is being sought out and wooed as corporate \n India \n <\/st1:country-region> <\/st1:place> ‘s biggest names try to \n secure enough supplies to feed their rapidly proliferating \n chains. <\/p>\n In this mad scramble, loyalty \n is at a discount. That’s what the cooperative sector giant \n Mother Dairy is discovering to its chagrin. The milk cooperative, \n which diversified into fruits and vegetables (F & V) in \n the 1980s, is losing its traditional suppliers as retail chains \n with deep pockets woo them with hefty premiums. Increasingly, \n Mother Dairy’s back end, built up painstakingly over the past \n two decades, is coming under strain. The farmers who have \n been growing F & V specifically for its Safal outlets \n have been selling their produce to the new chains which are \n ready to pay that much more. <\/p>\n
This has come as a rude shock \n for Mother Dairy which has cast itself in the role of the \n farmer’s saviour. An old hand of the National Dairy Development \n Board (NDDB), Mother Dairy’s parent organisation, laments \n farmers’ collectives that were put together after “years of \n blood, sweat and tears”. NDDB set up the Safal F & V unit \n in 1988, using the milk model to bring good quality vegetables \n at low prices to \n Delhi <\/st1:place> <\/st1:city> consumers. The turnover on \n this was Rs 200 crore last year. <\/p>\n Over the years, it has cobbled \n together a network of 10,000 famers on the periphery of \n Delhi <\/st1:place> <\/st1:city> to form \n associations that supply 350 tonnes of F&V to the city. \n These are mainly marginal farmers with an average holding \n of three acres. The farmers work to a monthly crop plan prepared \n by Safal’s procurement team and are given seeds and fertilizer \n from a support division which also send out extension workers \n to the farms. <\/p>\n So far the system has worked \n well. Farmers tend to be loyal because Mother Dairy is an \n assured buyer. “We never say no to farmers, whatever they \n bring,” says Sunil Bansal, the new CEO of the F&V unit. \n If there is a glut, a median price is struck, ensuring that \n the farmer is not put to a loss while ensuring that consumers \n benefit from the low prices. But things are changing for the \n cooperative enterprise. Private players, desperate for supplies \n and footfalls are offering big premiums to farmers ![\"\"](\"https:\/\/www.thirdeyesight.in\/wp-content\/uploads\/2022\/09\/bw_picture_farmer.bmp\")
\n coupled with hefty discounts to customers. <\/p>\n
Sometimes, the supply of a \n certain vegetable or fruit just doesn’t reach the collection \n centres; it is bought up by the corporate rivals. At other \n times, Safal is unable to match the price offered by the new \n chains. This in turn would affect its turnover and, subsequently, \n its ability to pay the farmer. What can Safal do in the circumstances? \n <\/p>\n
Nothing much really. Bansal \n might claim that farmers will largely remain loyal to an organisation \n that has stood by them through thick and thin and that the \n farmer will “see through the entry strategy” that the corporate \n chains are employing. The reality is that supplies cannot \n be guaranteed unless buyers have some kind of lien on the \n crop, say the experts. In short, contract farming. (Corporate \n farming on a commercial is ruled out for the moment given \n India \n <\/st1:place> <\/st1:country-region> ‘s laws on land holdings \n and usage). <\/p>\n There is one school of thought \n which believes there is a certain inevitability to contract \n farming. \n <\/span> “The agriculture model has to change because the stakes \n are so high,” says Devangshu Dutta \n <\/st1:personname>, chief executive, Third Eyesight, a \n Delhi <\/st1:place> <\/st1:city> -based \n consultancy focussed on retail and consumer products. And \n going by the experience, he thinks that contract farming is \n the solution since it has worked well for a number of companies \n in several crops, such as wheat, gherkins, tomatoes and potatoes. \n <\/p>\n \n <\/span> Not everyone agrees the contract farming is the only \n way forward. S. Sivakumar, ITC’s chief executive, agribusiness, \n says that while contracting does help, it is not a precondition. \n “If the prices are volatile, and the products have a ready \n market, then contracts tend to fail because one party gains \n by reneging,” he points out. Setting up buying centres closer \n to villages would be the best option for most companies. <\/p>\n But then not everyone has ITC’s \n rural pedigree: 100 years of tobacco farming and another 30 \n years in oilseeds. This has given ITC enviable farm linkages. \n To feed its initial foray into retail – that’s just three \n cash and carry stores in Hyderabad, Pune and Chandigarh – \n the agri division works with 600 farmers spread across the \n same three clusters on everyday vegetables such as tomato, \n gourds, cabbage, cauliflower, brinjal and potato. For its \n export business ITC works with grape and mango farmers, some \n 3,000 in all to procure about 25,000 tonnes. This number will \n go up as the stores expand. <\/p>\n
The more \n stunning numbers are to be found in the non-perishables that \n go into ITC’s branded foods business. In spices and wheat, \n it partners with 100,000 farmers (for 700,000 tonnes) and \n an even larger number for its grain & oilseed exports: \n three million farmers for procuring two million tones. <\/p>\n
With such experience behind \n it, it is easy for ITC to maintain that contract farming is \n not important. But for new entrants in the retail food business \n which includes every big name from the petroleum giant Reliance \n Industries to the telecom biggie Mittal contract farming, \n such figures provide an indication of the scale of operations \n that are required. As companies look at the challenges of \n managing the rural environment it is prompting them to seek \n more safeguards for their nascent enterprises. <\/p>\n
This has increased the pressure \n on states to amend the state Agricultural Produce Marketing \n Committee (APMC) Act that would not only enable the farmers \n to sell their produce directly but also facilitate contract \n farming. So far only three states have eased the rules on \n this. <\/p>\n
This is a political hot potato \n since the Left opposes contract farming ideologically, while \n the Congress has remained ambivalent. Those who champion it \n say that \n India <\/st1:place> <\/st1:country-region> is ideally placed \n to pursue contract farming since the market is changing from \n a supply-dictated production system to demand-driven value \n chains. However, the debate has tended to get stuck on the \n contract violations that have taken place in the past. Both \n the contracting company and the farmer are known to have reneged \n on contracts on account of market fluctuations. While corporate \n clients are known to have backtracked on paying the agreed \n price when the markets have slumped, farmers have also been \n guilty of refusing to make the contracted supplies when the \n markets have shown an upswing. <\/p>\n But there have been excellent \n success stories, too. The seed industry and poultry are good \n examples of farmers and agri-related businesses working well \n without a written contract. And that has operated for three \n decades. It is commonsense that contract farming succeeds \n when there is “natural reciprocal dependency between the contracting \n parties”, says Siva Kumar, who is regarded as the guru of \n agribusiness. The basic caveat: never let it become a zero \n sum game. <\/p>\n
His formula for successful \n contract farming includes the following enablers: <\/p>\n
* market institutions that \n provide risk transfer mechanisms (again, the game is not zero \n sum)
\n
\n <\/span> <\/font> <\/div>\n * protection through crop\/weather \n insurance (this increases the risk-taking ability of the contracting \n parties by spreading the same to the market)
\n <\/p>\n
* an environment does not \n allow one party to exploit the disadvantaged counterparty. \n <\/div>\n
All of this means that government \n would have a significant role to play. It would have to set \n up a regulatory framework to facilitate registration of contracts \n and quick resolution of disputes. Siva Kumar, in fact, believes \n the government should be a party to the contracts so that \n farmers are not taken for a ride. <\/p>\n
But the fact is there is no \n law on contract farming, only a model regulation under the \n APMC Act that the ministry of agriculture has offered as a \n guideline for the states. Some state governments have allowed \n the companies to increase the lease of farms from 11 months \n to 30 months but none of them has so far thought of bringing \n the farmer into the debate on contract farming. It is largely \n the companies that are pushing the drive for a more liberal \n approach to this initiative -and for a simple reason. <\/p>\n
For companies, contract farming \n would be part of their cost structure and as such their focus \n will be on minimising the costs. According to one reckoning, \n such an enterprise is unlikely to be a profit centre for corporate \n investors since it would take as long as 7-9 years for them \n to recoup their costs. <\/p>\n
For the farmers, on the other \n hand, it could very well be a life and death matter. That’s \n why agriculture minister Sharad Pawar needs to give some attention \n to this issue and prod state governments to take the right \n measures to protect the small cultivator. So while contract \n farming offers a great opportunity to transform several hundred \n million from subsistence farmers to partners in a prosperous \n endeavour, the authorities need to ensure they are guarded \n from the hidden traps. <\/p>\n
With some thought, Dutta says \n the government can help create what he calls a wave of Agriculture \n Product Outsourcing as it pushes its farm-to-fork initiative. \n But he warns that there are no quick fixes. <\/p>\n
“It’s going to be a struggle \n and will take quite a few years for things to stabilise.” \n
\n <\/p>\n <\/div>\n
\n \n <\/span> <\/font>
Article from BusinessWorld<\/a>, \n 9 July 2007<\/i><\/b>
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FARM RETAIL - Third Eyesight<\/title>\n<meta name=\"robots\" content=\"index,follow\" \/>\n<link rel=\"canonical\" href=\"https:\/\/myechoproject.com\/TES\/farm-retail\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"FARM RETAIL - Third Eyesight\" \/>\n<meta property=\"og:description\" content=\"FARM RETAIL The New Middle Man In recent weeks, Usha Tandon’s routine has changed slightly. She has been walking an extra half kilometre to get her supply of fresh vegetables and fruits from a swank new retail outlet. 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![\"\"](\"https:\/\/www.thirdeyesight.in\/wp-content\/uploads\/2022\/09\/rakesh-mittal.jpg\")
\n In recent weeks, Usha Tandon’s routine has changed slightly. \n ![\"\"](\"https:\/\/www.thirdeyesight.in\/wp-content\/uploads\/2022\/09\/retail_executive.gif\")
\n The food and grocery business offers a beguiling prospect, although \n estimates vary widely. The India Retail Report 2007, put together \n by leading Indian and foreign consultancies, estimates that \n the retail pie was worth Rs 1,200,000 crore in 2006, with food \n and groceries accounting for a whopping 63 per cent. But the \n share of organised retail in this sector was negligible. <\/p>\n ![\"\"](\"https:\/\/www.thirdeyesight.in\/wp-content\/uploads\/2022\/09\/reliance_subhiksha.jpg\")
\n ![\"\"](\"https:\/\/www.thirdeyesight.in\/wp-content\/uploads\/2022\/09\/farm_to_fork.jpg\")
\n ![\"\"](\"https:\/\/www.thirdeyesight.in\/wp-content\/uploads\/2022\/09\/india_production.gif\")
\n