A total of 504,499 farmers were reached with 461,891 hectares of land under sustainable management. We facilitated 19,181,865 MT of sustainable production and 120 estates, mines and factories adopted good practices
Together, 50,000 farmers, through a federated model, now own the Village Super Market; a market transformative initiative. A total of 1,383 producer groups were promoted and 630 rural entrepreneurs supported.
Policy environment and sustainable landscape
Seventeen policy recommendations made to public and private stakeholders across 41 multi-stakeholder platforms.
More than 12,000 women dairy farmers were empowered with digital technologies to have better control on revenue earned.
A deep dive
We brought together experts across sectors, value chains, and professions to deliver tailored and comprehensive programming. A multitude of partnerships and collaboration enabled the achievement of targets, despite Covid-19 challenges.
Most Significant Changes
The Digital Gateway to Empower Women Dairy Farmers
Protiva Biswas of the Shinga village in Dumuria sub-district of Khulna region has grown her dairy business from strength to strength over the past decade, but not without her share of challenges.
Rejuvenating the Ganges
The sacred Ganga river is however considered to be one of the most polluted water bodies worldwide, strewn around which are several cities, including Kanpur. Renowned as an export powerhouse for leather products, the tannery sector in Kanpur has lately been in the limelight as the primary source of industrial pollution of the Ganga.
A PATHWAY TO PROMOTE REGIONAL SUSTAINABILITY AND TRADE IN PALM OIL
Palm oil is the most consumed oil in the world, and production is only increasing across Asia. In 2016, Solidaridad launched the Asian Sustainable Palm oil Network (ASPN) to create a space for negotiation and support industry actors to discuss issues linked to domestic vegetable oil market in India and China.
Pushing the envelope
We doubled down on our commitments to integrate gender inclusivity, and balance economic development with environmental preservation. Digital innovations were leveraged to engage and connect smallholders, while also bridging gaps created by Covid-19 restrictions.
Organization & governance
A strong foundation
Despite the challenges posed by the Covid-19 pandemic, we were able to pivot and work with team members and partners to achieve the targets set out.
Fundraising initiatives in the Asia region has been largely successful despite the impact of Covid. Through the year we have adopted a proactive approach to fundraising. We have been able to raise funds locally (Idea Vodafone) for Smart Agriculture and internationally (USAID, SDGP). Our reflection of success in fundraising highlights that it is critical to provide an innovative approach, method, tool or process to the donors. Productization of processes or development of products for social change helps in articulating the benefits and is easier for the donors to understand the concepts. Proactive identification of issues and development of concept notes prior to any call for proposals helps in finding right donors and reduces the time in development of proposals.
Impact of Covid-19 was predominantly visible. While there were many proposals that were submitted for emergency Covid response, we couldn’t convert it to substantial projects. Our collaboration with the Dole Foods suffered as businesses were hit and is yet to recover.