CASHEW INDUSTRY IN INDIA INTRODUCTION Cashew as a marketable commodity has a very important role to play in the liberalized Indian economy. With export earnings of Rs. 12,320 million in 1995-96, cashew ranked as one of the top agricultural export commodities. From the farmers’ as well as from the exporters’ point of view, the current emphasis that cashew is receiving as a horticultural crop from the research and development front, is a welcome sign. At present, India has a processing capacity of nearly seven hundred thousand metric tons and to meet the raw nut demand, the country depends partially on imports from several African, and in recent years, from south-east Asian countries. This has considerable drain on the country’s foreign exchange reserves and there is an urgent need to increase local production to substitute imported raw material in order to derive the maximum benefits from a strong processing and marketing capability developed over the years by the Indian cashew industry. Research work on cashew was initiated on a relatively small scale in early 1950’s resulting in the development of several production techniques. These efforts were further strengthened when the national research mandate was delegated to the Central 1
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CASHEW INDUSTRY IN INDIA
INTRODUCTION
Cashew as a marketable commodity has a very important role to play in the liberalized Indian economy. With export earnings of Rs. 12,320 million in 1995-96, cashew ranked as one of the top agricultural export commodities. From the farmers’ as well as from the exporters’ point of view, the current emphasis that cashew is receiving as a horticultural crop from the research and development front, is a welcome sign. At present, India has a processing capacity of nearly seven hundred thousand metric tons and to meet the raw nut demand, the country depends partially on imports from several African, and in recent years, from south-east Asian countries. This has considerable drain on the country’s foreign exchange reserves and there is an urgent need to increase local production to substitute imported raw material in order to derive the maximum benefits from a strong processing and marketing capability developed over the years by the Indian cashew industry.
Research work on cashew was initiated on a relatively small scale in early 1950’s resulting in the development of several production techniques. These efforts were further strengthened when the national research mandate was delegated to the Central plantation Crops Research Institute (CPCRI), Kasaragod, in 1970 which spearheaded the All India Coordinated Spices and Cashew improvement Project from 1971. These research activities received further impetus with the implementation of a World Bank aided multi-State Cashew Project in the States of Andhra Pradesh, Kerala, Karnataka and Orissa from 1982-86. A National Research Centre for Cashew was established at Puttur to increase the production and productivity of cashew with the mission-mode approach in 1986.
The cashew development component of the combined All India Coordinated Spices and Cashew Improvement Project was de-linked and an independent National Cashew Research project was initiated with the newly established National Research Center (NRC) for the crop at the same time. There are 8
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research centres and one sub-centre at present, located in 8 cashew growing States in the country. This can be considered as a milestone in cashew development with firmly established linkages with the Directorate of Cashew nut Development Corporation and other extension agencies which assisted in the transfer of newly developed production
Cashew Export Promotion Council of India
The Cashew Export Promotion Council of India (CEPCI) works towards the promotion of the export of cashew kernels and cashew nut shell liquid (CNSL). The Council serves as an intermediary between importers of cashew kernels and exporters who are members of the council. It also deals with any disputes on exports/imports arising on account of quality standards, breach of contractual obligations, etc. It undertakes numerous activities, such as organising global buyer-seller meets, organising studies on the nutritional aspects of cashew and providing support to cashew processors and exporters for improving infrastructure.
CONSTRAINTS IN CASHEW NUT PRODUCTION DEVELOPMENT
A study of the industry prior to 1985 revealed that most of the plantations were of seedling origin and cashew cultivation was mainly carried out as an afforestation and conservation program for waste lands rather than an economic venture. Since productivity was not the basic objective of such a program, the cashew was maintained under highly neglected conditions. Poor soil fertility in cashew growing areas, seedling progenies of nondescript origin and neglect of the crop resulted in low productivity. This was prevalent in most of the cashew growing areas of Karnataka, Goa, Andhra Pradesh, Orissa and Tamil Nadu. Neglected trees established for conservation purposes hardly responded to the application of any inputs. Seedling progenies that were established in Maharashtra however, showed that these plantations responded to the application of modern inputs developed by research. These seedling progenies were from selected stock and orchards had received better attention from the beginning of their establishment. In order to ensure better productivity, all new plantings are encouraged to use vegetatively propagated material of recommended cultivars and the use of seedlings is completely discouraged.
One of the major thrusts being advocated at present is to rehabilitate existing unthrifty seedling plantations. It may however, not be profitable to attempt rehabilitation of senile and sparsely populated orchards. The working group responsible for the preparation of the 8th national plan revised yield estimates
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from 2 tons per ha to one ton per ha, mainly having these plantations in view. The current area of 635,000 ha is likely to reach 1 million ha by the turn of the century. Cashew is being considered as a candidate crop for rehabilitation of waste lands by many development planners. The issue is however, being debated whether more waste land be brought under cashew or rehabilitation of old orchards be undertaken using elite planting material. Waste lands that are now being considered are far more inferior to those areas which already have cashew plantations. The cashew crop has contributed in some ways to conserving the soil in the existing orchards. The logical alternative would therefore be, to utilize existing cashew lands for a development program using available technologies to reach the required production levels without expanding into any more degraded waste lands.
CONCLUDING REMARKS
One of the key factors in favour of expanding the cashew industry in India is the stable price in the International market when compared to other nuts such as almond, hazel nut etc. Nutritionally, cashew also compares well with other tree nut crops. It is a commodity rich in unsaturated fatty acids with high protein and low levels of saturated fats and soluble sugars. Higher levels of polyunsaturated fatty acids which lower blood cholesterol is particularly of high nutritional significance. The crop is steadily gaining acceptance in many western markets where consumers are more health conscious.
The elaborate research network and development infrastructure in India is beneficial for the expansion of the cashew industry. Development and introduction of eco-friendly production packages such as organic farming and integrated pest management can provide a further boost to the development of the crop and the cashew industry in the future.
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COMPANY PROFILE
S.N. CASHEW INTERNATIONAL PRIVATE LIMITED
S.N. Cashew International Private Limited is a Private Company incorporated on 26 February 2007. It is classified as Indian Non-Government Company and is registered at Registrar of Companies, ROC-Ernakulum. Its authorized share capital is Rs. 9,000,000 and its paid up capital is Rs. 9,000,000. The raw materials for production are imported from S.N. Cashew International Private Limited's Annual General Meeting (AGM) was last held on 30 September 2010 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last filed on 31 March 2010.
S.N. Cashew International Private Limited's Corporate Identification Number is (CIN) U15493KL2007PTC020406 and its registration number is 20406. Its registered address is BUILDING No.KC. XVII/1134 THIRD MILE STONE, KILIKOLLOOR,KOLLAM-691004,KeralaINDIA.
Company has currently 2 director and falls under the jurisdiction of Registrar of Company-Ernakulum.
BASIC DETAILSCorporate Identification Number
U15493KL2007PTC020406
Name S.N. CASHEW INTERNATIONAL PRIVATE LIMITED
RoC ROC-ErnakulumRegistration Number 20406Company Category Company limited by sharesCompany Sub Category Indian Non-Government CompanyClass of Company Private CompanyAuthorised Capital (in Rs.) 9,000,000Paid up capital (in Rs.) 9,000,000Number of Members(Applicable only in case of company without Share Capital)
-
Date of Incorporation 26 February 2007Address 1 BUILDING No.KC. XVII/1134
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Address 2 THIRD MILE STONE, KILIKOLLOORCity KOLLAMState KeralaCountry INDIAPin 691004Whether listed or not UnlistedDate of Last AGM 30 September 2010Date of Balance sheet 31 March 2010Company Status (for eFiling)
Active
Directors Director Identification Number Name 00055051 ASANARUPILLAI ABDULSALAM 01125069 NOORJAHAN BADHARUDEEN
"Sustainable development is development that meets the needs of the present, without compromising the ability of future generations to meet their own needs."
The concept of sustainable development can be interpreted in many different ways, but at its core is an approach to development that looks to balance different, and often competing, needs against an awareness of the environmental, social and economic limitations we face as a society.
All too often, development is driven by one particular need, without fully considering the wider or future impacts. We are already seeing the damage this kind of approach can cause, from large-scale financial crises caused by irresponsible banking, to changes in global climate resulting from our dependence on fossil fuel-based energy sources. The longer we pursue unsustainable development, the more frequent and severe its consequences are likely to become, which is why we need to take action now.
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ENVIRONMENTAL MANAGEMENT SYSTEM
An Environment Management System (EMS) is a tool for managing the impacts of an organisation's activities on the environment. It provides a structured approach to planning and implementing environment protection measures.
An EMS monitors environmental performance, similar to the way a financial management system monitors expenditure and income and enables regular checks of a company's financial performance. An EMS integrates environmental management into a company's daily operations, long term planning and other quality management systems.
Components of an EMS
To develop an EMS, an organisation has to assess its environmental impacts, set targets to reduce these impacts, and plan how to achieve the targets.
The most important component of an EMS is organisational commitment. For an effective EMS to be developed and implemented, you need commitment from the very top of the organisation, as well as all staff. Following are more examples of components that should be considered when developing an EMS.
Environmental Policy: this is a statement of what an organisation intends to achieve from an EMS. It ensures all environmental activities are consistent with the organisation's objectives.
Environmental Impact Identification: identification and documentation of the actual and potential environmental impacts of an organisation's operations need
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to be undertaken. This can be achieved through undertaking an environmental audit.
Objectives and Targets: an environmental audit forms the basis of determining an organisation's environmental objectives and targets. An organisation can find benefits in adopting more stringent longer term objectives to encourage it to improve its performance. To continually improve, targets should be regularly reviewed.
Consultation: staff and community consultation should be undertaken before, during and after establishment of an EMS. This is necessary to ensure that all staff are involved in, and committed to the EMS. It can also help to improve public perception of the company, one of the benefits of implementing an EMS.
Operational and Emergency Procedures: all procedures should be reviewed to ensure they are compatible with the organisation's environmental objectives and targets. Any changes should be included with the documentation.
Environmental Management Plan: this details the methods and procedures which an organisation will use to meet its objectives and targets.
Documentation: all objectives, targets, policies, responsibilities and procedures should be documented along with information on environmental performance. Documentation is useful for verifying environmental performance to staff, regulators and the community.
Responsibilities and Reporting Structure: responsibilities need to be allocated to staff and management to ensure the EMS is implemented effectively.
Training: staff should undergo environmental awareness training to familiarise them with their responsibilities for implementing the EMS and with the overall environmental policy and objectives of the organisation. This provides staff with the necessary skill and motivation for the effective implementation of the EMS.
Review Audits and Monitoring Compliance: review audits should be undertaken regularly to ensure the EMS is achieving its objectives and to refine operational procedures to meet this goal. In order to ensure regulatory and other requirements are being met, it is often necessary to undertake regular environmental monitoring.
Continual Improvement: an important component is continual improvement. An EMS comes into its best use when used to review progress towards the
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targets and objectives set by a company to protect the environment. The procedures set in place to meet these objectives should be constantly examined to see if they can be improved or if more effective systems can be introduced.
Benefits of an EMS
An EMS can assist a company in the following ways:
minimise environmental liabilities; maximize the efficient use of resources; reduce waste; demonstrate a good corporate image; build awareness of environmental concern among employees; gain a better understanding of the environmental impacts of business
activities; and Increase profit, improving environmental performance, through more
efficient operations.
International Environmental Standards - ISO 14000
The ISO 14000 series, currently being developed by the International Organisation for Standardisation (ISO), is a collection of voluntary standards that assists organisations to achieve environmental and financial gains through the implementation of effective environmental management. The standards provide both a model for streamlining environmental management, and guidelines to ensure environmental issues are considered within decision making practices.
ISO 14001 is the standard for Environment Management Systems. Many large businesses, particularly overseas, have obtained certification under the standard.
Benefits of International Certification
The benefits of having ISO 14001 certification are mainly realised by large organisations, as Small to Medium Enterprises (SMEs) have a smaller turnover and thus a correspondingly small return on the costs of certification.
Although a fully certified ISO EMS may not be suitable for smaller organisations, it does provide guidelines that assist organisations to consider all the relevant issues, and thus gain the most benefit from their EMS, even without certification. SMEs can therefore use ISO 14001 as a model for designing their own EMS.
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ENVIRONMENTAL MANAGEMENT SYSTEM OF THE COMPANY
S.N. Cashew International Private Limited aims at creating truly comfortable living environment for people. They make constant efforts to significantly reduce harm to the environment in the process of manufacturing coating materials and resin materials. They develop their business activities so that their activities will go together with continuous development and social harmony with environments.
The Company promote the following activities.
1. The company conducts business activities in compliance with legal requirements set by various environmental laws and other requirements.
2. The company set important themes from various environmental objectives, reduce industrial wastes, conserve and re-cycle natural resources, preserve global environment and contribute to raising green procurement rate.
3. The company thoroughly inform all of their employees the environmental policy and provide for training on a regular basis.
4. The company discloses information related to safety of their products and make contributions to local communities through volunteer activities.
5. The company makes constant efforts to develop environmentally friendly products.
STRENGTH
High demand Less production cost More job opportunities for
WEAKNESS
Competition from other cashew firms
Narrow range market base.
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women Good quality
OPPORTUNITIES
Consistent demand for the product
Products are sold out on a regular basis
No other substitute goods
THREATS
There are currently 300 cashew companies in kollam
Prices are highly volatile
SWOT ANALYSIS OF THE COMPANY
FINDINGS12
In terms of sustainability the cashew market is lagging behind other sector.
Productivity & quality of cashew production are generally low resulting in low income & social standard.
The cashew industry is affected by a number of social issues such as poor working conditions, health & safety issues.
Cashew cultivation has a positive ecological impact in that serves to protect, conserve & restore the soil.
Cashew trees will prevent deforestation and are a tool to fight climate changes..
The value added of the S N cashew program lies in commitment from involved companies to improve sustainability in the cashew industry.
Sourcing from these processing factories provided will encourage a sustainable business.
Working conditions on processing level will be improved.
SUGGESTIONS
Diversification of cashew products into CNSL (cashew nut shell liquid),cashew feni and roasted salted cashews
Purchase and takeover cashew gardens to full fill the raw material requirement of the company
Diversification of company in other places Can adopt new technologies in to the company Improve the infrastructure of the company
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CONCLUSION
From the study it is concluded that the cashew industry is facing certain social problems like poor working conditions, health and safety issues. Cashew industries provide large employment opportunities to lower section in the society especially for women. Currently, India has approximately 0.97 million hectares under cashew cultivation with productivity of 770 kilograms per hectare. In addition, cashew is also grown in Chhattisgarh, Goa, Gujarat, Andaman and Nicobar Island. Development and introduction of eco-friendly production packages such as organic farming and integrated pest management can provide a further boost to the development of the crop and the cashew industry in the future.
