Sudhir Ingle

A Beacon of Hope

Sudhir Ingle

Director

Maha Farmers Producer Company Limited

Amravati, an agricultural hub in Maharashtra, has become emblematic of India’s tragic farmer suicide crisis, underscoring the profound struggles faced by those working its fields. The root causes of this situation are complex. Farmers in this region grapple with crippling debts from loans taken for expensive seeds and fertilisers. Coupled with erratic weather patterns—ranging from severe droughts to unpredictable rainfall—crop failures are alarmingly common, leaving many without income. Falling market prices worsen their plight, forcing farmers to sell at a loss. In response, Sudhir Ingle, Director at MAHAFPC (Maharashtra Federation of Farmer Producer Companies), is leading transformative initiatives to uplift these communities. With extensive agricultural experience since the 1990s, Ingle is committed to empowering farmers through collective action. His journey began as a technical expert, leading to influential roles, including Secretary of Sanskar Wahini GVSS. Under Sudhir’s leadership, MAHAFPC promotes farmer collectivisation and addresses systemic issues like access to quality inputs and fair markets. He promotes unity among farmers, advocating for collective resource pooling and group selling to enhance their bargaining power. Innovative strategies, such as establishing farm gate facilities and integrating drone-assisted farming, have significantly reduced costs and improved productivity. Sudhir’s vision prioritises sustainable ecosystems, equipping farmers to build resilience and secure a brighter future. Read more about Sudhir’s incredible work here.

What motivates you?

My motivation stems from the profound impact we can make by helping farmers overcome the barriers. I’ve witnessed how collaboration enhances resource sharing, improves decisionmaking, and fosters innovation. By empowering farmers through education and support, we can lead them toward better livelihoods and greater success in their farming endeavours, creating a more sustainable and prosperous agricultural community.

What were the biggest challenges in establishing the cooperative model?

Implementing the cooperative model encountered significant challenges, particularly in persuading farmers to unite. Many were sceptical, believing collective efforts would yield little benefit and that only influential figures could drive meaningful change. To overcome this, we started with small groups across villages, engaging farmers from diverse backgrounds, including women and marginalised communities. Training sessions illustrated how collaboration could lower costs and enhance bargaining power. By pooling their produce, farmers reduced transportation expenses and negotiated better prices. Once confidence grew, we introduced Farmers Producer Companies (FPCs), and establishing farm gate facilities served as proof of concept, boosting trust. Today, over 350,000 farmers are involved.

What improvements in farming practices have you seen with technology adoption?

Technology adoption has transformed our farming practices, particularly by reducing input costs. Drones for spraying water and fertilisers save approximately 90% of water and cut input expenses by 50%, which is vital for farmers in drought-prone areas. The use of nanofertilisers ensures precise application, increasing efficiency by about 10%. Farmers now see technology as a valuable ally rather than a burden. Our farm gate facility provides essential storage options, allowing farmers to sell at optimal times, ultimately enhancing their control, confidence, and income. We’re also exploring AI tools for improved yield predictions and storage management.

Can you outline your organisation's support for sustainable agriculture?

We prioritise long-term sustainability in support for farmers. Our efforts focus on educating them about soil health, crop rotation, and sustainable practices that naturally enhance soil fertility and carbon levels. We’ve established primary processing facilities through our FPCs to help farmers process their produce before it hits the market. Looking ahead, we aim to upgrade these facilities for advanced processing options like cleaning and grading, reducing waste and boosting product quality and marketability.

How has the issue of farmer suicides in Amravati affected your approach?

Amravati’s tragic history of farmer suicides highlights the immense pressure faced by these farming families. Our responsibility goes beyond economic support; we aim to offer a lifeline. Witnessing their struggles 10 Best CXOs in India 2024 38 motivated us to initiate meaningful change. Our approach focuses on solutions that alleviate financial stress and despair. In collaboration with the government, we educated farmers about available support programs and established a Farmers Producer Organisation (FPO) to empower them. By creating critical infrastructure, ensuring fair pricing, and facilitating timely payments, we’ve alleviated some burdens. Our farm gate facilities now provide easier market access, helping farmers reduce selling expenses and regain control over their livelihoods.

What led to the idea of taking farmers on trips abroad, like the 2012 tour to Europe?

The idea of taking farmers on international trips emerged from a desire to showcase global best practices. In 2012, we organised a tour for Amravati farmers to Germany, where they observed 1,500 farmers collaborating to manage resources and utilise technology for higher yields. They learnt about direct bidding facilities for produce, inspiring them to adopt collective farming methods that enhance income and control over their crops.

How have your focus areas shifted with the cooperative's growth?

As our cooperative has grown to over 350,000 farmers, our priorities have evolved towards enhancing infrastructure and support systems. We’re establishing storage clusters, including dedicated cold storage for fruits, addressing the significant waste—up to 35%—due to inadequate facilities. This will empower farmers to store produce longer and negotiate better prices. Additionally, I’m working on forming two federal bodies: the Maha FPC, aiming to lead at the state level, and the Bharat FPO Confederation, to strengthen connections between farmers and markets.

What’s your vision for 2032, and what are your goals?

By 2032, we aim to achieve economic stability for our farmers, targeting annual dividends of Rs. 10,000 to Rs. 100,000 for each FPC member. This will significantly boost their income and reduce reliance on loans for reinvestment. We will empower FPC leaders with essential tools for growth and expand processing and storage facilities. Ultimately, we envision a self-reliant farming community benefiting from advanced technology, improved market access, and collaborative efforts for sustainable profit.