Context:-
The government recently launched the horticulture Cluster Development Programme (CDP) in order to promote the export of horticultural produce, identifying 12 out of a total of 53 clusters for implementation in a pilot phase.
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The identified clusters for implementation of CDP in the first phase include
- Shopian (J&K) and Kinnaur (Himachal Pradesh) for apple
- Lucknow (UP), Kutch (Gujarat) and Mahbubnagar (Telangana) for mango
- Anantpur (AP) and Theni (TN) for banana; Nasik (Maharashtra) for grapes
- Siphahijala (Tripura) for pineapple
- Solapur (Maharashtra) and Chitradurga (Karnataka) for pomegranate
- West Jaintia Hills (Meghalaya) for turmeric
Horticulture Hotspots of India?
Where is the growth coming from, or where are the horticulture hotspots in India?
An analysis of state-wise production figures shows that three states- Maharashtra, Andhra Pradesh and Uttar Pradesh-grew nearly a third of all fruits in India.
For vegetables, Uttar Pradesh, West Bengal and Bihar contributed nearly 40% to India’s production.
Where is India’s flower basket?
Tamil Nadu, Kerala, West Bengal, Madhya Pradesh and the tiny state of Mizoram.
The story in all of this is that Indian agriculture has moved beyond the green revolution states of Punjab, Haryana and western Uttar Pradesh—India’s foodgrain basket. Also, horticulture production is spread out across states, except for, among others, apples in Jammu & Kashmir and grapes and in Maharashtra. This means that small farmers across the country are sharing the gains of horticulture’s success.
Question:- Discuss the Horticulture Cluster Development Program of India and the hot-spots of horticulture in India. Do you think it will aid in achieving the vision of “Doubling Farmer’s Income by 2022” ?
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[wptelegram-join-channel link=”https://t.me/s/upsctree” text=”Join @upsctree on Telegram”]2021 WEF Global Gender Gap report, which confirmed its 2016 finding of a decline in worldwide progress towards gender parity.
Over 2.8 billion women are legally restricted from having the same choice of jobs as men. As many as 104 countries still have laws preventing women from working in specific jobs, 59 countries have no laws on sexual harassment in the workplace, and it is astonishing that a handful of countries still allow husbands to legally stop their wives from working.
Globally, women’s participation in the labour force is estimated at 63% (as against 94% of men who participate), but India’s is at a dismal 25% or so currently. Most women are in informal and vulnerable employment—domestic help, agriculture, etc—and are always paid less than men.
Recent reports from Assam suggest that women workers in plantations are paid much less than men and never promoted to supervisory roles. The gender wage gap is about 24% globally, and women have lost far more jobs than men during lockdowns.
The problem of gender disparity is compounded by hurdles put up by governments, society and businesses: unequal access to social security schemes, banking services, education, digital services and so on, even as a glass ceiling has kept leadership roles out of women’s reach.
Yes, many governments and businesses had been working on parity before the pandemic struck. But the global gender gap, defined by differences reflected in the social, political, intellectual, cultural and economic attainments or attitudes of men and women, will not narrow in the near future without all major stakeholders working together on a clear agenda—that of economic growth by inclusion.
The WEF report estimates 135 years to close the gap at our current rate of progress based on four pillars: educational attainment, health, economic participation and political empowerment.
India has slipped from rank 112 to 140 in a single year, confirming how hard women were hit by the pandemic. Pakistan and Afghanistan are the only two Asian countries that fared worse.
Here are a few things we must do:
One, frame policies for equal-opportunity employment. Use technology and artificial intelligence to eliminate biases of gender, caste, etc, and select candidates at all levels on merit. Numerous surveys indicate that women in general have a better chance of landing jobs if their gender is not known to recruiters.
Two, foster a culture of gender sensitivity. Take a review of current policies and move from gender-neutral to gender-sensitive. Encourage and insist on diversity and inclusion at all levels, and promote more women internally to leadership roles. Demolish silos to let women grab potential opportunities in hitherto male-dominant roles. Work-from-home has taught us how efficiently women can manage flex-timings and productivity.
Three, deploy corporate social responsibility (CSR) funds for the education and skilling of women and girls at the bottom of the pyramid. CSR allocations to toilet building, the PM-Cares fund and firms’ own trusts could be re-channelled for this.
Four, get more women into research and development (R&D) roles. A study of over 4,000 companies found that more women in R&D jobs resulted in radical innovation. It appears women score far higher than men in championing change. If you seek growth from affordable products and services for low-income groups, women often have the best ideas.
Five, break barriers to allow progress. Cultural and structural issues must be fixed. Unconscious biases and discrimination are rampant even in highly-esteemed organizations. Establish fair and transparent human resource policies.
Six, get involved in local communities to engage them. As Michael Porter said, it is not possible for businesses to sustain long-term shareholder value without ensuring the welfare of the communities they exist in. It is in the best interest of enterprises to engage with local communities to understand and work towards lowering cultural and other barriers in society. It will also help connect with potential customers, employees and special interest groups driving the gender-equity agenda and achieve better diversity.